submission no · tourism provides about 1,287 jobs or 7.9% of employment in the shire.4 1 world...

Submission no.64

This report has been supported by the following organisations

East Gippsland Strategic Tourism Plan Report 2006 – 2011 Part A: Strategic Tourism Plan

Submission no.64

EAST GIPPSLAND STRATEGIC TOURISM PLAN 2006 – 2011. PART A: STRATEGIC TOURISM PLAN

Prepared by Tourism Destination Management Pty Ltd & Page 1 Quercus Marketing

TABLE OF CONTENTS

CHAPTER 1. EXECUTIVE SUMMARY ...............3 CHAPTER 2. BACKGROUND, OBJECTIVES & VISION ........................................................7

2.1 Background.....................................7 2.2 Objectives .......................................8 2.3 Vision..............................................8

CHAPTER 3. PROJECT METHODOLOGY ..........9 CHAPTER 4. SITUATION ANALYSIS ..............10

4.1 Demand ........................................10 4.1.1 Visitor numbers......................11 4.1.2 Types of visitors.....................12 4.1.3 Patterns of visitation ..............14 4.1.4 Economic & employment impact of tourism........................................15 4.1.5 Visitor needs & trends............15

4.2 Supply...........................................17 4.3 Marketing......................................19

4.3.1 Marketing...............................19 4.3.2 Brand considerations.............23 4.3.3 Brand – summary findings .....25

4.4 Infrastructure & product development .......................................27

4.4.1 Public infrastructure...............27 4.4.2 Private investment .................34 4.4.3 Product & industry development.......................................................35

4.5 Links to existing policies & strategies............................................................42 4.6 Structure, management & resources............................................................44

4.6.1 Management..........................44 4.6.2 Resources .............................51

4.6.3 Structure ................................53 4.7 SWOT analysis .............................55

4.7.1 Analysis linked to strategic directions ........................................56

CHAPTER 5. STRATEGY OVERVIEW .............57 ATTACHMENT 1: SUMMARIES OF RELEVANT REPORTS & STUDIES .................................59

State level strategies...........................59 Regional level strategies.....................62 Local level strategies ..........................75

ATTACHMENT 2: SHIRE DATA ON CURRENT INFRASTRUCTURE PROJECTS & OPPORTUNITIES ........................................77 ATTACHMENT 3: ANALYSIS OF EAST GIPPSLAND PRODUCT SEGMENTS...............79

Nature based attractions.....................79 Adventure ...........................................79 Food & wine........................................80 Key activity themes .............................80 Accommodation ..................................81 Support services .................................81

ATTACHMENT 4: SUMMARIES – COMMUNITY & STAKEHOLDER WORKSHOPS ......................82 ATTACHMENT 5. REFERENCES....................84 ATTACHMENT 6. ROY MORGAN VALUE SEGMENTS................................................87 ATTACHMENT 7. EAST GIPPSLAND ECONOMIC DEVELOPMENT & TOURISM UNIT STRUCTURE................................................................88 ATTACHMENT 8. EAST GIPPSLAND SHIRE TOURISM POLICY .......................................89

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TABLES Table 1: Hub and spoke focus for East Gippsland.......................................................5 Table 2: Overview of Settlement Futures in East Gippsland & Wellington Shires .....10 Table 3: East Gippsland visitor data, 1999 – 2005 ....................................................11 Table 4: Priority types of holidays & source markets for East Gippsland cross

referenced with Roy Morgan Value Segments...................................................12 Table 5: Seasonality of visitors to East Gippsland compared with Regional Victoria 14 Table 6: Ranking of East Gippsland tourism product segment strengths ..................17 Table 7: Marketing status & analysis .........................................................................19 Table 8: East Gippsland short, medium & long term marketing opportunities ...........23 Table 9: Comparison of brand name options for East Gippsland ..............................24 Table 10: East Gippsland infrastructure analysis and priorities .................................28 Table 11: Evaluation and priorities of product & industry development opportunities35 Table 12: Relationship between State, regional, local tourism & other policies

affecting the development of tourism in East Gippsland ....................................43 Table 13: Regional tourism structure .........................................................................53 Table 14: East Gippsland tourism structure ...............................................................54 Table 15: SWOT matrix..............................................................................................55

Disclaimer

Any representation, statement, opinion or advice, expressed or implied in this document is made in good faith but on the basis that Tourism Destination Management Pty Ltd and Quercus Marketing are not liable (whether by reason of negligence, lack of care or otherwise) to any person for any damage or loss whatsoever which has occurred or may occur in relation to that person taking or not taking (as the case may be) action in respect of any representation, statement or advice referred to here.

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GLOSSARY OF TERMS ABS Australian Bureau of Statistics BRPA Bemm River Progress Association BTA Business & Tourism Association CFL Conventional Family Life CVEP Country Victoria Events Program DIIRD Department of Industry Innovation Research & Development DGI Destination Gippsland Inc DSE Department of Sustainability & Environment EGCMA East Gippsland Catchment Management Authority EGRBTA East Gippsland Regional Business & Tourism Association EGS East Gippsland Shire GAR Great Alpine Road GCB Gippsland Coastal Board (Gippsland Lakes and Coasts Regional Coastal Board) GP Gippsland Ports GSTP Gippsland Sustainable Tourism Project IVS National Visitor Survey LEBTA Lakes Entrance Business & Tourism Association LEFCOL Lakes Entrance Fishing Cooperative Limited MBTA Metung Business & Tourism Association NP National Park NPWS New South Wales Parks & Wildlife Service NVS National Visitor Survey OBTA Orbost Business & Tourism Association PBTA Paynesville Business & Tourism Association PV Parks Victoria RAPS Regional Awareness & perceptions Survey RDV Regional Development Victoria (part of DIIRD) RTA NSW Roads & Traffic Authority SA Socially Aware SMCD Sydney Melbourne Coastal Drive SWOT Strengths Weaknesses Opportunities Threats TAB Tourism Advisory Board TAFE Technical & Further Education TAV Tourism Alliance Victoria TFL Traditional Family Life The Plan East Gippsland Shire Strategic Tourism Plan TSTA Tri State Touring Alliance Inc. TVic Tourism Victoria VA Visible Achievers YO Young Optimists

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CHAPTER 1. EXECUTIVE SUMMARY

This Plan is a highly integrated tourism strategy that covers the East Gippsland Shire for the five years 2006 to 2011. Part B of the Plan details 96 specific strategies and associated actions. The Plan also provides direction and detail for maximising alignment and partnerships with over 30 groups/organisations within and outside East Gippsland. This Plan integrates with the plans and policies of these groups and organisations such as the Gippsland Regional Tourism Development Plan 2006 Review and the Shire Council’s policies and plans to provide a high level of efficiency and effectiveness in the development of sustainable tourism.1

The Plan objective is to generate increased visitation, yield, length of stay and visitor dispersal (geographic and seasonal) driven by strong industry leadership and commitment from across the region.

The vision for tourism is that:

“The East Gippsland region will be increasingly recognised amongst targeted domestic and international market segments as a highly appealing visitor destination. The recognition will be based on its competitive advantages in natural attributes, water-based activities, supporting infrastructure and a strong culture of providing excellent customer service. Tourism will create sustainable growth and be a major contributor to East Gippsland’s economy”.

Domestic overnight visitor numbers to Gippsland have shown modest growth over the past six years of around 1% pa, although this average masks some wide fluctuations in the yearly figures.2 More recently we are seeing major domestic market competitive pressures including a shift to short breaks and budget air travel.

National visitor arrivals data indicates that international visitor numbers are growing by 4–6% pa3, a figure that is believed to reasonably reflect the inbound visitor growth being experienced in Sydney–Melbourne touring and supported by the planned Tri-State strategy to stimulate Sydney–Melbourne touring.

Tourism provides about 1,287 jobs or 7.9% of employment in the Shire.4

1 World Tourism Organisation definition of sustainable tourism - "tourism which meets the needs of the present tourists and host regions while protecting and enhancing opportunity for the future". 2 See Table 3: East Gippsland visitor data, 1999 – 2005. 3 Source: Visitors by Country of Residence 2005. Tourism Australia, From ABS Overseas Arrivals and Departures, 3401.0. 4 Source: Victorian Tourism Employment Atlas 2005. Tourism & Transport Forum. Employment data is based on August 2002 census figures and should be regarded as a ‘reasonable estimate’ rather than accurate to the last job.

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The supply side of tourism is notable for the dominance of public lands across the Shire (76% of all land, managed by Parks Victoria and the Department of Sustainability and Environment) and the associated forests, lakes, rivers and coastline on which the settlement and related tourism activity is concentrated.

East Gippsland has been subject to a history of changing tourism plans, marketing and brand strategies and associated structures.5 Attracting adequate resources for public land and coastal infrastructure, maintenance and development is a major challenge for the community, government and the tourism industry.

There is agreement across the Shire that the time is right to implement a long term plan for tourism that will improve industry and government productivity in tourism leading to sustainable tourism growth. This Plan will work because it reflects an agreed coordinated approach to the new circumstances and a high level of commitment to its implementation from the key tourism stakeholders in East Gippsland.

The Plan is structured around a hub and spoke approach which, from analysis, best fits the market and product realities of East Gippsland.

Hub – Gippsland Lakes and its associated communities.

Spokes:

o The Princes Highway, reflecting marketing commitment to the Sydney Melbourne Coastal Drive and including the coastal towns

o The Great Alpine Road, reflecting its status as one of Victoria’s great drives

o The Snowy River Valley, showcasing the investment in returning environmental flows to the Snowy River.

5 See Attachment 1: Summaries of Relevant Reports & Studies which highlights the range of tourism plans post 1988 that have resulted in limited implementation of recommended strategies.

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Table 1: Hub and spoke focus for East Gippsland

This Plan has four pillars for sustainable growth: marketing and brand; infrastructure; product and industry development; and management.

1. Marketing and brand:

Firstly, with a concentration on building short term promotional activity that includes

o a comprehensive website by the end of 2006

o cooperative promotions including a brochure and print advertising

o public relations and familiarisations and participation in Destination Gippsland Inc marketing activity

o The development of an integrated marketing plan by the East Gippsland Business and Tourism Association supported by East Gippsland Shire is another key short term high priority activity.

Secondly, a ‘pendulum swing’ with the positioning of East Gippsland from nature to accessible nature6 reflected in the multi-million dollar annual

6 ‘Accessible nature’ relates to the proximity of nature-based experiences that can be viewed from the car while travelling or readily accessed, eg short walks, lookouts, waterside dining. It is an important ingredient for holiday enjoyment amongst mainstream visitors. TVic indicates 85% of the 'nature based tourism' market is seeking a 'soft' nature based experience which is often part of a larger holiday experience. East Gippsland is also attractive to the 15% seeking ‘hard’ nature based experiences (those wanting to ‘immerse’ themselves in nature) and it is not proposed that this segment be neglected in this Plan. TVic define nature based tourism 'as any type of tourism that relies on experiences directly related to the natural environment'. TVic state there are six types of nature based tourism: ecotourism which includes bushwalking and wildlife viewing; adventure tourism (4WD, ski touring etc); 3S (sea, sand and

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investments in waterside infrastructure and facilities that are occurring around the Gippsland Lakes.7

2. Infrastructure: Development of tourism related infrastructure to enhance the showcasing of nature; boating, water and touring infrastructure including signage and interpretation, conference facilities, cultural heritage and the impact of restored flows to the Snowy River.

3. Product and industry development: Development of products of existing and potential market strength such as touring, cycling, motor bike, boating and water related activities; soft nature based experiences including walking and wildlife viewing; seafood, food and wine, arts/culture and heritage including indigenous tourism; conventions/meetings and events. Industry will develop greater cohesion and unity of purpose through participation in the Plan including professional development activities and business awards; cooperative marketing activities and the Plan review and ongoing development process.

4. Structure, management and resources: This Plan adopts an integrated approach to tourism development that encourages ongoing integration with current and emerging tourism related planning. The Plan will deliver steady growth in tourism investment as a result of growing trust, cooperation and coordination, with measurable results flowing from the Plan for all stakeholders – public, private and community. In turn, this growth will encourage a transition from a tourism strategy driven by Council and the Tourism Advisory Board to a Plan led by the East Gippsland Regional Business and Tourism Association, with increasing industry investment and active participation by all tiers of government. A crucial pre-requisite to the EGRBTA taking a greater role in tourism management will be adequate ongoing resourcing linked to industry and government investment in EGRBTA planned activities.

Execution of the Plan through the hub and spoke and four pillars approaches will deliver a highly appealing visitor experience based on understanding consumer needs and East Gippsland’s most competitive advantages.

In a complex, competitive and dynamic environment this Plan should be subject to annual and major three year reviews. Furthermore as new opportunities arise from time to time they should be assessed against the strategic parameters of this Plan.

sun) activities in a marine environment; extractive tourism (fishing, fossicking, gold panning); native wildlife parks/gardens and nature retreats. See also Tourism Victoria’s Nature Based Tourism Strategy 2007-2011. 7 See Attachment 2: Shire Data on Current Infrastructure. The value of development approvals for residential and tourist related infrastructure in East Gippsland concentrated on the Gippsland Lakes is approximately $25m.

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CHAPTER 2. BACKGROUND, OBJECTIVES & VISION

2.1 Background

Between 1995 and 2002 East Gippsland Shire financially supported but fully outsourced economic development and tourism activities. In 2002 Council decided to bring both areas ‘in-house’. The restructuring of the industry locally together with Tourism Victoria’s decision to amalgamate the former two Gippsland tourism campaign committees in 2004 left a temporary gap in tourism marketing. These and other factors led to a perceived reduction in confidence and a sense of frustration within the local tourism industry.

Since then Council has worked to re-build confidence in the industry, including the appointment of a shire Tourism Coordinator and the recent establishment of a new Tourism Advisory Board and a Regional Business and Tourism Association to coordinate tourism strategy. This Plan was also facilitated and partly funded by Council.

Development of this Plan has been the responsibility of the TAB with the objective to develop a sustainable, integrated five year tourism strategy that generates increased visitation, yield, length of stay and visitor dispersal (geographic and seasonal).

Workshops and consultations as part of this Plan’s development highlighted the following directions and values that stakeholders viewed as important in order to take tourism forward:

Is consumer focused.

Strengthens the region’s natural attributes and the accessibility to nature.

Puts high priority on marketing, infrastructure, industry/product development and industry cohesion.

Is results driven (measurable).

Provides practical strategies within current resources (including human resources) and strategies that are aspirational to attract new investment and fulfil the region’s potential.

Captures and recognises strategies of key tourism groups and relevant government agencies.

Integrates with key partner plans and strategies such as Destination Gippsland (DGI) and Sydney Melbourne Coast Drive (SMCD).

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2.2 Objectives

The Shire’s current tourism policy lists 25 objectives, however following discussion with the Tourism Advisory Board the objectives to be highlighted in the Plan were distilled to: “To develop a sustainable, integrated five year tourism strategy that generates increased visitation, yield, length of stay and visitor dispersal (geographic and seasonal)”.

The agreed project priorities were:

Public infrastructure.

Product development.

Marketing.

Industry cohesion & service standards.

2.3 Vision

The following five year vision for tourism to deliver the Plan objectives was developed after taking into consideration the values and priorities identified by stakeholders:

“The East Gippsland region will be increasingly recognised amongst targeted domestic and international market segments as a highly appealing visitor destination. The recognition will be based on its competitive advantages in natural attributes, water-based activities, supporting infrastructure and a strong culture of providing excellent customer service. Tourism will create sustainable growth and be a major contributor to East Gippsland’s economy.”

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CHAPTER 3. PROJECT METHODOLOGY

The methodology adopted for the preparation of the Plan emphasised effective stakeholder communication and engagement to ensure industry and community understanding, involvement and support for the project. The consultative process included:

Public forums in Lakes Entrance and Bairnsdale (see summaries Attachment 4: Summaries – Community & Stakeholder Workshops)

A workshop and two meetings with the Tourism Advisory Board.

A meeting with the East Gippsland Regional Business and Tourism Association.

Meetings with the committee and/or committee members of the various Business and Tourism Associations in Bairnsdale, Bemm River, Lakes Entrance, Mallacoota, Orbost, Paynesville and Omeo.

Meetings with key industry and government personnel, the latter including Destination Gippsland, Parks Victoria, Department of Sustainability and Environment, Gippsland Coastal Board, Gippsland Ports and Gippsland & East Gippsland Aboriginal Co-operative.

Site visits were undertaken to explore the range of available product and to conduct interviews with key operators.

Development of the strategy also involved a review of existing information, including promotional material, website content, various local, regional and state strategies, and existing quantitative and qualitative research relating to visitors and brand awareness including the National Visitor Survey, Tourism Victoria’s Regional Awareness and Perceptions Survey, and Tourism Victoria’s market segmentation research using the Roy Morgan Research ‘Value Segments’.

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CHAPTER 4. SITUATION ANALYSIS

Reference throughout this analysis includes information and feedback obtained during the consultative process.

4.1 Demand

East Gippsland is undergoing change most noticeably through growing coastal settlements. The following table from the 2005/06 Coastal Urban Design Framework summarises this growth. The impact for tourism is important as settlement growth, particularly coastal growth, drives tourism demand not only through holiday visitors but also through visiting friends and relatives and business visitors.

Table 2: Overview of Settlement Futures in East Gippsland & Wellington Shires

Source: East Gippsland & Wellington Shire Coastal Urban Design Framework. Volume 3 Mallacoota Urban Design Framework Part I: East Gippsland Shire. Prepared for: East Gippsland Shire, Wellington Shire, & Department of Sustainability and Environment. Meinhardt Infrastructure & Environment Pty Ltd. December 2005.

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4.1.1 Visitor numbers

The following table provides an overview of East Gippsland visitor trends between 1999 and 2005 relative to wider Gippsland and total Victorian trends.

Table 3: East Gippsland visitor data, 1999 – 2005

Year ending September 1999 2000 2001 2002 2003 2004 2005

AAG¹ 99/05

% change 04/05

Domestic Overnight Visitors (000's)Gippsland Discovery 988 965 1,096 934 1,158 1,262 1,009 +.04% -20.0%Gipps L & W² 534 644 702 653 690 677 571 +1.1% -15.7%Gippsland 1,486 1,578 1,771 1,567 1,802 1,871 1,542 +0.6% -17.6%Total Victoria 17,147 17,293 18,407 17,911 18,190 17,995 16,639 -0.5% -7.5%Domestic Visitor Nights (000's)Gippsland Discovery 2,815 2,606 3,103 2,869 3,130 3,337 2,945 +0.8% -11.7%Gipps L & W² 1,842 2,166 2,051 1,926 2,186 2,066 1,984 +1.2% -4.0%Gippsland 4,656 4,772 5,153 4,795 5,316 5,403 4,929 +1.0% -8.8%Total Victoria 54,673 52,108 55,350 55,627 56,305 55,691 51,507 -1.0% -7.5%Domestic Daytrip Visitors (000's)Gippsland Discovery 2,443 2,496 2,288 2,058 1,928 1,875 2,076 -2.7% +10.7%Gipps L & W² 431 571 478 559 530 303 590 +5.4% +94.7%Gippsland 2,874 3,067 2,766 2,617 2,457 2,178 2,666 -1.2% +22.4%Total Victoria 45,051 42,322 40,703 36,139 37,235 31,894 31,494 -5.8% -1.3%

International Overnight VisitorsAAG* 00/05

Gippsland Discovery 33,935 23,497 23,450 26,039 28,287 31,870 -1.2% +12.7%Gipps L & W² 33,450 52,693 38,856 41,398 39,424 32,674 -0.5% -17.1%Gippsland 58,289 64,521 54,728 60,606 60,982 54,067 -1.5% -11.3%Total Victoria 1,113,841 1,236,299 1,175,824 1,197,301 1,301,597 1,333,000 +3.7% +19.7% ¹AAG Average Annual Growth ² Gippsland Lakes & Wilderness Gippsland Discovery & Gippsland Lakes & Wilderness are the two sub-regions that together make-up the Gippsland tourism zone. Source: Tourism Victoria aggregated data from Tourism Research Australia 2005.

Domestic overnight visitors and visitor nights spent in Victoria decreased by 7.5% for the year ending September 2005 compared to the previous year. Relative to the slight growth 1999/2005 this indicates a significant recent change in the Victorian market place.

The number of international overnight visitors to Regional Victoria decreased by 6.0% to 308,400 for the year ending September 2005 but it has grown at an annual average rate of 3.7% for the period 2000/2005 (not shown in the above table).

The table highlights a sharp change in fortunes for East Gippsland. The six year trends have seen above average domestic growth but below average (negative) international growth off a high in 2001.

In the more recent period of increasing competitive pressures in the domestic market East Gippsland has seen a -15.7% drop in domestic overnight visitors but nights held up comparatively well (-4%). Regional Victoria experienced a decrease in domestic visitor nights of -9.3% for the year ending September 2005 compared to the previous year.

East Gippsland day visitation has increased dramatically in the latest period and if this trend continues it may need detailed investigation to understand the nature of this market and the opportunities to best capitalise on its growth.

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The inbound market has been trending down since 2001. Despite this the industry along the Sydney Melbourne Coastal Drive sees this as a growth market. At the national level 5 – 6% annual growth is forecast by Tourism Research Australia.

4.1.2 Types of visitors

Tourism Victoria segments the national market in a number of ways using segmentation techniques including the Roy Morgan Value Segments, developed in conjunction with Collin Benjamin - The Horizon Network.

The Roy Morgan Value Segments in particular have been used by Tourism Victoria to distinguish markets with the highest yield potential and to identify their holiday needs.

The key Roy Morgan Value Segments8 attracted to the wider Gippsland region are Socially Aware (SA) (20%), Visible Achievers (VA) (22%) and Traditional Family Life (TFL) (20%). Young Optimists (YO) (9%) and Look at Me (LM) (11%) are the other significant segments for Gippsland. East Gippsland has traditionally also been very competitive in attracting the Conventional Family Life (CFL) segment – a lower yield mono destination/ long stay market attracted by camping and activities such as fishing and the beach/rivers.

Segmentation that refers to type of holiday is also valuable to this Plan, particularly as East Gippsland attracts a significant car touring market.9 The following table brings together the type of holidays relevant to East Gippsland cross referenced with the Roy Morgan Value Segments and geographic segments, plus the rationale for the rating their importance to East Gippsland.

Table 4: Priority types of holidays & source markets for East Gippsland cross referenced with Roy Morgan Value Segments

HOLIDAY TYPE &

RANKING

ROY MORGAN

SEGMENTS

GEOGRAPHIC MARKETS

DESCRIPTION & RATIONALE FOR RANKING

1. Short Break Nights away: 1-3

SA, VA, YO SE Melbourne, other Melbourne, Gippsland, North EasTVictoria/ South East NSW

City or country escape. Growth market partially with high yielding Melbourne SA’s & VA’s.

Princes H’way road improvements & Gippsland Lakes infrastructure investment should result in sustainable growth.

Attractive market for shoulder & off peak periods.

Reasonable capacity to influence market behaviour through marketing & word of mouth promotion.

8 See Attachment 6. Roy Morgan Value Segments for a detailed profile and analysis of the needs of the key three segments. 9 Sources used in developing the holiday typology assessment criteria include: Hardy, A. Key Factors in the Development of Successful Touring Routes. Tourism

Tasmania and Tourism Council Tasmania. 2002. Hore, K. Self Drive Touring Routes: Best Practice Recommendations. Commonwealth

Department of Industry and Resources. June 2002. Tourism Alliance Victoria. Best Practice Touring Routes. Fact Sheet 03. April 2003. Lessons from the Road, Numbers 10-12. National Scenic Byways Program. US Federal

Highways Administration.

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HOLIDAY TYPE &

RANKING

ROY MORGAN

SEGMENTS

GEOGRAPHIC MARKETS


Infrastructure development very important including quality accommodation & boating infrastructure.

2. Beach Holiday or Getaway Nights away 3-14

SA, VA, CFL, TFL, YO

SE Melbourne, other Melbourne, Regional Victoria, SE NSW, Sydney, Canberra

Extended mono destination holiday at beach/coastal destination for up to 2 weeks, highly active with large proportion including family with children or a holiday to escape & unwind. The ‘classic beach holiday’.

Still a core peak period type of holiday but with reduced length of stay.

CFL segment also declining related to competing economic or spending pressures.

Limited capacity to influence market behaviour through marketing due to strong repeat visitation.

Word of mouth promotion most effective. Infrastructure development very important including boating infrastructure.

3. Big Tour Nights away 8-14 (note also some ‘Grand tourer’ – 1-6 months away)

TFL, SA, VA, YO (in the international market)

International, SE Melbourne, other Melbourne, Sydney, SE QLD, regional Victoria, SE NSW

Up to two week touring, multi-destination, mostly by car but includes coach.

A comparatively small market but demonstrating good growth associated with SMCD inbound visitation & the ageing domestic TFM segment (see TRA inbound forecasts) & good leverage from DGI & Tri-State touring strategy.10

Best holiday type for shoulder & off peak (including mid week growth).

Good capacity to influence market behaviour through marketing & development.

4. Short Tour Nights away 5-7

TFL, SA, VA, YO,

SE Melbourne, other Melbourne, Regional Victoria, SE NSW, Sydney, Canberra

Up to a week of touring, multi-destination stays travelling by own car & includes some coach.

A comparatively small domestic segment but reasonable growth prospects linked to ageing population.

GAR presents an excellent marketing opportunity for the key Melbourne market as does Gippsland touring with East Gippsland being the key destination. Good shoulder & off peak growth prospects. Leverage from DGI & GAR alliances important. Good capacity to influence market behaviour through marketing including packages ex Melbourne.

5. Day Trip No nights away

SA, VA, CFL, TFL

Gippsland & SE Melbourne

Self explanatory - no overnight stay. A significant decline in day trip activity (see Table 3) but still accounting for 38% of all Gippsland visitors in 2004.

Includes significant intra regional shopping, sports & events movements.

Limited capacity to influence behaviours. Best suited to retail driven marketing strategies.

Latrobe Valley & outer SE Melbourne suburbs represent best prospects to influence market behaviour through marketing including events.

6. Special events &

SA, TFL, VA, YO,

Gippsland, SE Melbourne, other

Up to a week away to attend an event, sport, & special interest functions etc. Lawn bowls & golf are typical sports events; food & wine &

10 The Tri-State Touring Strategy is a new joint Tourism Victoria, Tourism NSW and Australian Capital Tourism Strategy aimed at stimulating domestic and inbound travel between Sydney and Melbourne.

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HOLIDAY TYPE &

RANKING

ROY MORGAN

SEGMENTS

GEOGRAPHIC MARKETS


meetings Nights away 1-7

Melbourne, NE Victoria, SE NSW, other Victoria

jazz typical indulgence. Cultural events & a regional business conference a typical meeting. Gippsland & East Gippsland lack flagship events inhibiting visitation & brand positioning. Opportunity to move ranking up via initial events development focus. Conference & meetings opportunity with initial focus on facilities (see section 4.2.6)

7. Visiting Friends & Relatives

TFL, CFL, YO, SA, VA, other

Melbourne, regional Vic, Sydney, Regional NSW

Low cost holiday staying with friends & relatives or in the holiday house. TRA data indicates some national growth11

Very limited capacity to influence behaviour pre visit but education of local residents to be tourism product aware can help extend in-region expenditure.12

4.1.3 Patterns of visitation

The following table indicates the seasonality of visitation to East Gippsland compared with domestic overnight visitors to Gippsland.

Table 5: Seasonality of visitors to East Gippsland compared with Regional Victoria MONTH EAST GIPPSLAND GIPPSLAND REGIONAL VICTORIA

SUMMER 38% 34% 29%

AUTUMN 27% 23% 25%

WINTER 13% 21% 23%

SPRING 23% 23% 23% Sources: Tourism Victoria Regional Profiles for year ending June 2005; Visitor Information Centre visitor statistics for Lakes Entrance & Bairnsdale VIC’s, 1995–2005. The data supports in-region anecdotal evidence that East Gippsland has significantly higher peak period visitation than Regional Victoria and significantly lower winter period visitation.

This highlights the need through this Plan to give significant weighting to strategies that help address this comparative imbalance in seasonality, eg the recommendations for building the appeal of Gippsland as a year round boating destination (see Table 10), development of the touring market (SMCD and GAR) and development of a more competitive presence in the Melbourne and neighbouring regions short breaks market.

11 Tourism Research Australia analysis 2006 indicates a small trend from use of paid holiday accommodation to VFR accommodation. 12McKercher, R. A Study of the VFR Market in Albury Wodonga. 1996. Charles Sturt University. The data indicated the extent of VFR spending (over $12m in 2005). The author suggested strategies to educate the host community as to tourism attractions, eating and entertainment facilities would be advantageous in enabling greater VFR expenditure.

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4.1.4 Economic & employment impact of tourism

Tourism is estimated to generate approximately $175m in direct and indirect output annually for East Gippsland.13 The specific accommodation, cafés and restaurants sector is estimated to generate $146m in output annually.14 Tourism employment in East Gippsland is comparatively high.15 Within the accommodation, cafés and restaurants sector it accounts for 1,071 jobs.16 According to the Victorian Tourism Employment Atlas 2005 tourism accounts for 7.9% of all employment compared to 4.2% for the rest of Gippsland and 6.1% of all jobs in the Great Ocean Road region excluding Geelong. In 2002/03 tourism accounted for 1,287 jobs in East Gippsland according to the Atlas. The number of jobs increased 4.4% from 1997/98.

While tourism is clearly comparatively important for East Gippsland the rate of jobs growth has not been as impressive as the tourism regions around Melbourne where 10 – 20% changes are the norm. Spa Country tourism campaign sub-region focused around Daylesford recorded a 49% increase in tourism jobs for the period 1997/98 to 2002/03. This highlights the increasing competition from regions closer to Melbourne and the imperative that East Gippsland makes the productivity improvements needed to maintain and build market share.

4.1.5 Visitor needs & trends Visitors are increasingly seeking more from their holiday. Key tourism trends include:17

Shorter holidays or short breaks; some are talking of micro breaks.

Shorter lead times for planning holidays – web meets this need.

Time out; chill out get or back to nature: a reaction against the ‘urban rat race’.

Demand for higher service levels: tourism information/interpretation; food; personal service etc.

More niche markets; special interest groups; older including Probus groups.

Niche groups getting together for functions; events, swap meets etc eg beer can collectors.

Experiential tourism; people wanting to touch; feel; learn and grow.

The brag factor: increasingly we are brand conscience: consumers seek holiday destinations and experiences which reflect the brands they wear/carry/drive.

13 Estimate based on data from Tourism Victoria Visitors for Lakes & Wilderness – summary results year ending 2001. Note expenditure relates to 1998 data. Estimate also cross referenced with employment data (see following footnote) using TRA estimate that $1m in tourism expenditure equates to approximately 8 full time equivalent tourism jobs. 14 Source: REMPLAN 2.0 Regional Economic Modeling & Planning System. Developed as part of the data inputs into the East Gippsland Shire Economic Development Strategy 2006 15 Source: Victorian Tourism Employment Atlas 2005. Tourism & Transport Forum (TTF). 16 REMPLAN 2.0 17 Sources include: Victoria’s Tourism Industry Strategic Plan 2002–2006. (Trends analysis, P 5–8); Tourism Research Australia. Domestic overnight leisure travel trends and challenges 2005.

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VA and SA segments are important for short breaks & leverage off the ‘high status’ products & experiences such as Metung and Paynesville.

Each tourism segment has specific needs that destinations targeting them should try to meet. The following is a list of factors important to the needs of the key car touring market:18

Meeting wonderful, interesting people – often locals.

Good traffic/road conditions.

Well signposted roads.

Great weather.

Being organised: car services, taking good maps, taking all you need – including a good navigator!

Having a comfortable car.

Visiting places off the beaten track.

Unexpected delights – people, scenery, towns etc.

These tourism trends and specific touring needs are important for this Plan presenting a range of opportunities including:

Developing infrastructure that meets the needs of visitors, eg accessible nature opportunities in areas managed by Parks Victoria and Department of Sustainability and Environment that deliver on the region’s strength in nature-based attributes.

Competing aggressively in the growing short breaks Melbourne market and leverage off ‘high status’ products and experiences such as Metung and Paynesville to short break VA and SA segments.

Promoting and building on the accessibility of nature experiences at the key tourism hubs and spokes.

The opportunity to promote and develop the Great Alpine Road and Sydney Melbourne Coastal Drive as ‘must do’ journeys to the big tour/grand tour markets.

Developing a reputation for consistently providing good customer service and standards.

Fostering niche markets and targeted marketing.

Promoting to SA, TFL and YO segments the icon nature status of Croajingolong National Park (one of 12 World Biosphere reserves in

18 Tourism NSW Car Touring Research from 15 focus groups. 2001.

Submission no.64



Australia) and the high country grandeur and adventure of the Alpine and Snowy River National Parks.

4.2 Supply

Analysis of the supply side of tourism in East Gippsland for this plan included a general audit of tourism inventory or product, significant stakeholder input as part of the consultative process and desk top research from brochures, websites and reports. The analysis is focused on matching the supply side with the current and potential demand and needs from East Gippsland visitors and identifying gaps and potential opportunities. The needs of the touring, short breaks and mono destination ‘getaway’ markets are the key focus of the supply analysis.

The analysis is summarised in the following table. Detailed data relating to the audit including signage can be found in Attachment 2: Shire Data on Current Infrastructure.

Table 6: Ranking of East Gippsland tourism product segment strengths

PRODUCT SEGMENTS PS SS ES GAP GAP-O

NA

Eco tourism including bushwalking & wildlife tourism

●

Coast/beach including sailing, surfing & beachcombing

●

Nature retreats including eco lodges

●

Adventure tourism including 4WD & cycling & extractive tourism including fishing

● Nature-based

Wildlife including parks/zoos & aquariums

●

Water sports including power boating/swimming

●

Traditional sports including tennis, bowls

● Sports/Adventure

Motor bike riding ● Wineries ● Pubs & Clubs ● Gourmet/fine dining ● Farm gate/ local produce ●

Food & Wine

Café culture ● Family activities & attractions ● Arts/culture ● European heritage ● Aboriginal culture ● Rural village life ● Events & festivals ● Shopping/markets ● Charter boat/cruise ●

Backpacker ● Boutique/B&B ●

Accommodation

Camping/caravanning ●

Submission no.64



PRODUCT SEGMENTS PS SS ES GAP GAP-O

NA

Cabins ● Country guesthouses ● Farm stays ● International brands ●

Motels ● Explanatory notes on product segment definitions:

Primary strength: Strong attribute of the region or destination; one of the main attractors, or the attractor, for visitors. A primary strength contributes to positive consumer perceptions. Primary strengths individually and collectively represent the key product attributes aligned to needs of the identified target markets.

Secondary strength: Do not drive demand, but complement the needs of the market and/or provide positive market associations with the touring experience. Add richness and depth to the visitor experience.

Emerging strength: Product is sufficient to provide potential market development opportunities linked to increasing market demand, eg interest in aboriginal heritage.

Gap: Absence of an attribute that aligns with market needs. Gap – opportunity: Absence of an attribute that aligns with market needs.

Opportunity for development. While detailed analysis of the above table can be found in Attachment 3: Analysis of East Gippsland Product Segments the following key conclusions are drawn:

While there is an ample supply of nature-based product the challenge is to make it more accessible to the mainstream markets.

Maintenance of public infrastructure is an issue with communities, governments and the tourism industry identifying lack of resources for maintenance and development of infrastructure on public lands as an inhibiting factor in the effective promotion of natural assets. To this point Parks Victoria has developed ‘Levels of Service’ ratings for parks linked in part to the visitation levels to specific parks.

Adventure and related water based activities are the other key competitive product strengths. The provision of infrastructure to cater for growing boating related demand is a key challenge, eg the provision of berthing and associated facilities such as on-water refuelling and sewerage pump out facilities are seriously lacking.

Food and wine and arts/culture/heritage including indigenous tourism are not strengths but a priority to help to build a more sophisticated element into the positioning of the region.

Across all product and experience themes sought by target markets East Gippsland has opportunities to strengthen its provision of these themes.

Gippsland is seeing a move to higher quality accommodation linked to shorter breaks, increasing land values and competitive pressures on the

Submission no.64



traditional holiday market. Nature based19, five star quality and niche accommodation such as backpackers are emerging opportunities.

4.3 Marketing

4.3.1 Marketing

Marketing is identified as a core priority by the region’s tourism industry.20 The 15.7% drop in domestic overnight visitors in the year ending September 2005 to East Gippsland21 is an indicator of a tougher tourism marketplace. The need to compete in the market place has never been greater. Regions closer to Melbourne are providing more competition reflected in growth in domestic overnight visitors to Phillip Island +25.0% and the Yarra Valley, Dandenongs & the Ranges +8.1% for the 12 months to year end September 2005.22 The Sapphire Coast is targeting East Gippsland and Latrobe Valley consumers with regular print features.

Industry marketing in the region is limited and very fragmented. Apart from the East Gippsland Regional Business and Tourism Association’s development of an Official Visitors Guide and Council’s website there are no other regional cooperative marketing activities. There is limited operator participation in Destination Gippsland Inc. and Sydney Melbourne Coastal Drive strategies. Great Alpine Road marketing has been limited over the past 12 months, however recent planning indicates that this will be increased in 2006/07. Combined with Council’s policy of not funding external marketing the cooperative marketing outputs from the East Gippsland region are minuscule for a region that generated 1,287 tourism jobs in 2002/03.

It is essential that in a tough tourism environment East Gippsland not only maintains but grows the value of tourism and tourism jobs. Current private investment in tourism infrastructure is a key indicator of the region’s potential to build tourism growth. Without productive cooperative marketing however such investment will not be sustainable in such a competitive tourism environment.

The following table summarises and analyses the current marketing situation.

Table 7: Marketing status & analysis MARKETING ACTIVITY

& STATUS RESPONSIBLE

AGENCY/ AGENCIES

ANALYSIS & PRIORITY

EXTERNAL MARKETING Websites EGS manage the main East Gippsland site: www.lakesandwilderness.com.au. Local towns such as Omeo &

EGS, EGRBTA, RDV

The need to revamp the East Gippsland site is seen as a major & immediate project for East Gippsland through the Shire. Industry needs to see bookings & business coming from the site.

19 Tourism Victoria identifies opportunity for high quality, environmentally sustainable, larger scale accommodation of 20-40 units. 20 See Attachment 4: Summaries – Community & Stakeholder Workshops 21 See Table 3: East Gippsland visitor data, 1999 – 2005. 22 Source: Tourism Victoria aggregated data from Tourism Research Australia 2005.

Submission no.64



MARKETING ACTIVITY & STATUS

RESPONSIBLE AGENCY/

AGENCIES

ANALYSIS & PRIORITY

Bemm River have their own sites with a link from the EGS. Other relevant sites include: www.sydney-melbourne.com.au which is the SMCD committee site, www.parkweb.vic.gov.au, the PV site & www.greatalpineroad.info, the latter integrated into the TVic site www.visitvictoria.com.

Links with other key touring & destination sites such as the DGI site are essential. TVic is moving to establish a state-wide booking system that may have a significant impact on decisions to be made. Opportunity to develop a best practice destination marketing website that is with strong industry ownership & integration with DGI & TVic sites/databases & booking systems.

HIGH PRIORITY – SHORT TERM

Promotion in domestic markets Very low levels of coordinated marketing emanating from East Gippsland. EGRBTA currently updating OVG using temporary tagline ‘Paradise Found’. Sapphire Coast marketing very prominent in East Gippsland & Latrobe Valley. High reliance on agencies such as Tourism Victoria & through small investments in DGI, SMCD & GAR.

EGRBTA, EGS, PV, DSE EGRBTA, EGS, all relevant stakeholders for marketing plan

Current EGS policy is not to engage in external marketing – undertaken by DGI. Opportunity to reverse this decision linked to tough market conditions & the catalyst role Council can play in supporting EGRBTA. Opportunity to build short term cooperative promotional opportunities through EGRBTA including an East Gippsland destination brochure, print advertising in regional press, in-market consumer & VIC promotions (Cross reference with website, marketing partner & VIC strategies). Development of an integrated marketing plan needed

HIGH PRIORITY – ONGOING Touring information The touring market is a key growth market linked to both SMCD & GAR. There is the East Gippsland Seven Great Drives flyer with ½ & 1 day trips in the Shire, the Great Walks brochure & the East Gippsland Map. DGI’s Gippsland brochure also promotes touring in the Shire via SMCD & GAR. The Cartoscope A4 brochure is popular with SMCD users & in Federation Square (Melbourne) & the Rocks (Sydney) VIC’s.

EGRBTA, EGS There is very limited integrated marketing for the touring market. Opportunity to develop an integrated suite of destination & touring collateral for in-region visitor use & web download with a low cost co-op buy-in. The Seven Great Drives DL is a good information tool with the opportunity to update it with ½ & 1 day trips radiating out from Lakes’ destinations (including tour to Dargo via Mitchell River NP). Opportunity to build SMCD & GAR marketing investment.

HIGH PRIORITY – ONGOING

Partnership marketing Partnerships & alliances are

Submission no.64




RESPONSIBLE AGENCY/

AGENCIES

ANALYSIS & PRIORITY

Currently good partnerships with DGI & weak through GAR & SMCD. Very limited marketing with neighbouring shires. Cooperation with land management agencies but limited cooperative marketing output.

lacking through insufficient resources – including human resources – to service the relationships. There is an opportunity to build, over time, a range of partnership marketing activities, building on the DGI brochure & tactical advertising; GAR, SMCD & Tri-State touring opportunities & closer market planning with the land management agencies. Latter require increased marketing budgets for boosting the nature brand & rollout of standing camps, eg Buchan Caves. Omeo BTA has an excellent opportunity to strengthen GAR promotions linked to 2005/06 DSE funding managed through TVic.


Public Relations The EGS Tourism Coordinator is responsible for generating & coordinating tourism PR. The BTA’s also play a role in this depending on resources & skills. A destination such as Rutherglen has been paying around $35k pa for 5 years for a Melbourne PR specialist to service wine & travel media.

EGS, EGRBTA East Gippsland currently lacks resources to be more effective in this vital area of tourism marketing. Having a steady & regular contact & relationship with the media is very important. Important opportunity to increase resources over the life of this Plan to provide regular tourism information to Melbourne, regional & in-region press & support marketing partners PR including TVic, DGI, SMCD & GAR.


Familiarisations The EGS Tourism Coordinator is responsible for coordination of familiarisations. The BTA’s also play a role in this depending on resources including time.

EGS Like PR a key role for effective destination marketing – not just in reacting to famils but in proactively setting them up. This is another notable weakness in East Gippsland linked again to lack of resources & coordination. There is a key opportunity over the life of the plan to better support marketing partners as above with trade & journalists familiarisations as well as actively developing famils with the above.


Submission no.64




RESPONSIBLE AGENCY/

AGENCIES

ANALYSIS & PRIORITY

Film library The EGS has a film library. BTA’s maintain libraries to varying degrees of scale & order. A range of operators & agencies have good images of East Gippsland.

EGS The film library is a core marketing resource for destination marketing. This is not an area of focus due to lack of resources. There is an opportunity to review, update & catalogue available images with a focus on the new brand including accessible nature images including aerial images, waterside dining including seafood, wildlife & scenic viewing & nature side quality accommodation.

HIGH PRIORITY – SHORT TERM

Research EGS There is an opportunity to establish agreed benchmark consumers awareness of East Gippsland linked to TVic’s RAPS research

HIGH PRIORITY – SHORT TERM NOTE: Agencies with primary responsibility for the activity are shown in bold font.

SUMMARY

The opportunity is to build a productive marketing strategy based on the brand strengths of the region that is driven by a productive industry and Council partnership. Council can play a catalytic role in building the cooperative marketing culture across East Gippsland through changing its policy to participate in external marketing.

The strengthening of marketing alliances is a major opportunity for East Gippsland. Sydney Melbourne Coastal Drive is being boosted by the Tri-State Touring Alliance Inc strategy initiative23, Great Alpine Road is looking for cooperative investment opportunities; regions to the north are an opportunity for cooperative marketing and product development24 and Destination Gippsland Inc will roll-out a major brand campaign in 2006/07. The Department of Sustainability and Environment and Park Victoria are also key partners wanting to see and participate in an integrated approach.

The table at the top of the following page provides a summary of marketing opportunities over the life of this Plan.

23 A Tourism Victoria, Tourism NSW and Australian Capital Tourism strategy to boost touring across the Sydney – Melbourne corridor. 24 For example the Man from Snowy River Drive and development of the motor bike market.

Submission no.64



Table 8: East Gippsland short, medium & long term marketing opportunities PERIOD OPPORTUNITY

SHORT TERM (12 months)

Brochure & press advertising in regional markets & in Canberra Website development including alignment with state-wide booking

system or other alternative. Building the cooperative marketing alliances including DGI Development of an integrated marketing plan

MEDIUM TERM (2-3 years)

Expand the marketing mix through more familiarisation visits PR activities Targeted media advertising into lifestyle magazines focusing on

‘comfortable nature’. Further developing electronic marketing activities & website presence. A growing cooperative culture will also enable cost effective

participation in targeted special interest consumer shows such as 4WD & boating.

LONG TERM (4-5 years)

With more accessible nature related infrastructure in place, increased marketing of nature products across the marketing mix will be a major opportunity.

There will be an associated opportunity with DSE & PV to step up cooperative marketing to stimulate demand for the infrastructure investment.

4.3.2 Brand considerations

The development of an effective and well supported tourism brand for the East Gippsland region has been identified as a key outcome from this Plan. Consultation indicated a range of opinion with the most support expressed for Gippsland Lakes and Victoria’s Riviera. Options considered were:

Victoria’s Riviera

Gippsland Lakes and Wilderness

Gippsland Lakes

Victoria’s Far East

Far East Gippsland

East Gippsland

Destination awareness and associations data from Tourism Victoria RAPS research26 indicates Lakes Entrance has by far the highest consumer destination awareness of any East Gippsland destination and well above the awareness of Gippsland itself. The attributes most frequently associated by consumers with the former Gippsland Lakes & Wilderness region in 2003 were lakes, fishing, boating, beaches and seafood.27 Qualitative research conducted to develop an East Gippsland region

26 Tourism Victoria Regional Awareness & Perceptions Survey consumer research data for 2001, 2003 and 2005. 27 Regional Awareness & Perceptions Survey 2003.

Submission no.64



brand in 2003 concluded that Gippsland Lakes Region was the name most appropriate to use based on the research findings.28

The strengths and weaknesses of the various options are considered in the following table.

Table 9: Comparison of brand name options for East Gippsland BRAND STRENGTHS WEAKNESSES

Victoria’s Riviera

Strong residual awareness from 1980’s marketing campaign.

Capitalises on high awareness of Victoria in domestic market

Businesses still use the name.

Area is hub of Shire tourism investment, population & visitation growth

Riviera image no longer so positive – crowded beaches & pollution.

Weather now less a competitive difference due to changed travel patterns and opportunities, eg low cost fares to the Gold Coast and SE Asian destinations

Copying destination names considered passé; research indicating increased demand for authenticity in tourism experiences.29

Gippsland Lakes & Wilderness

Implies the broad area. Makes connection with Lakes Entrance which is ranked 7 for destination awareness in Victoria.

Likelihood of having alignment with new whole of Gippsland brand with nature positioning.

No growth in consumer awareness. Wilderness daunting for some – too wild or extreme.

Lack of product diversity & support services in inland areas.

Gippsland Lakes

Makes connection with Lakes Entrance which is ranked 7 for destination awareness in Victoria.

Area is hub of Shire tourism investment, population & visitation growth.

Lakes & estuaries extend along coast to Mallacoota.

Likelihood of having alignment with new whole of Gippsland brand with nature positioning.

Limits focus to Lakes Entrance areas & not whole region.

Victoria’s Far East

Capitalises on high awareness of Victoria in domestic market.

Effectively positions the region’s location in the Australian market.

Has somewhat exotic associations eg derived

May be considered too distant – a long way to go, eg Far North Queensland was once the brand now marketed as Cairns & the Barrier Reef Region (the icons).

No clear link with Gippsland & its nature association strength.

28 Qualitative Research Report August 2002.Taylor Nelson Sofres. Comprised 270 individual consumer surveys, four focus groups and an industry survey. Prepared for Gippsland Lakes & Wilderness Tourism Campaign Committee. 29 See for example South Australian Tourism Commission Fact Sheet: Consumer Trends. Indicates increasing demand for authentic experiences.

Submission no.64



BRAND STRENGTHS WEAKNESSES from ‘far east’ (Asia).

Far East Gippsland

Effectively positions the region’s location in the intra state market.

Has somewhat exotic associations eg derived from ‘far east’ (Asia).

As per the above but with a linkage to lesser known Gippsland brand (but better aligned to the larger regional Gippsland brand).

Does not capitalise on the comparative brand strength (awareness) associated with Lakes Entrance.

East Gippsland

Says it as it is. Effectively positions the region’s location in the intrastate market.

Reinforces Councils investment in the name.

Aligns well with wider regional name Gippsland.

Provides equity across the Shire.

Does not have any associations with tourism benefits eg lakes/water or nature.

Does not capitalise on the comparative brand strength associated with Lakes Entrance.

4.3.3 Brand – summary findings

While there is no ‘perfect brand’ for the East Gippsland region the weight of evidence from the above analysis suggests the name Gippsland Lakes is best suited to drive sustainable tourism growth for the East Gippsland Region.

A ‘pendulum swing’ is required: moving slightly from the positioning of East Gippsland from nature to accessible nature reflected in the multi-million dollar annual investment in demand driven waterside infrastructure, facilities and associated sophistication around the Gippsland Lakes.30

Our desktop research leads us to conclude that the branding should continue to focus on the Gippsland Lakes as per the 2002 recommendations (see following logo).31 However we recommend refinement to the creative brand execution, strengthening the connection with quality services and a certain level of style and sophistication. Given the strong stakeholder views on branding this will provide an opportunity for further input and analysis.

(Note this is the previous logo)

30 See Attachment 2: Shire Data on Current Infrastructure List of development approvals for $25m residential and tourist related infrastructure in East Gippsland concentrated on the Gippsland Lakes. 31 Qualitative Research Report August 2002.Taylor Nelson Sofres.

Submission no.64


PQ

It is further recommended that individual tag or strap lines be developed for the market segments identified in this strategy (short breaks, touring, beach/getaway) reflecting their specific needs.

It is recognised that this brand recommendation does not on first appearances provide equity across the Shire region. Analysis of successful regional, State and national branding and associated marketing however indicates an increasing trend to build on destination brand strengths

SRkla

T

3

oSm3

L

Submission no.64

‘Accessible nature’: short walk at McKenzie River Scenic Reserve & Rainforest Walk on the Princes Highway between Orbost & Cann River.

repared by Tourism Destination Management Pty Ltd & Page 26 uercus Marketing

rather than focus on the politically acceptable hire or regional name.32 This Plan also places significant focus on the Great Alpine oad, the Snowy River (Valley) and the Sydney Melbourne Coastal Drive. For these ey tourism spokes or corridors much of the recommended brand focus is on

everaging off the strongly promoted names Great Alpine Road, Snowy River and the wareness of Sydney and Melbourne for the coastal drive.

he rationale for the Gippsland Lakes recommendation is based on:

Consumer research that consistently shows Lakes Entrance as the leading individual East Gippsland destination.33

Visitation data: the Gippsland Lakes are the primary destination for most visitors to the region.

Short breaks are a sustainable growth trend and the Gippsland Lakes are best positioned in East Gippsland to compete in this market.

Investment and population growth data: this shows a concentration in the Gippsland Lakes area.

Likelihood of having alignment with new whole of Gippsland brand.

Comparatively limited tourism support services in inland areas.

State, local and regional commitment to touring routes Sydney Melbourne Coastal Drive and Great Alpine Road through inland areas provides strong marketing opportunity for these corridors.

Hub and spoke opportunity – build on the (hub) strengths and use strategies including touring to disperse visitors out from the hub.

2 For example Tourism Victoria is currently implementing a major marketing campaign based n use of the destination brand Daylesford rather than the regional name Macedon Ranges & pa Country. Victoria’s Tourism Industry Strategic Plan 2002 – 2006 refers to the need to ove to marketing destinations and experiences rather than regions – see P 66.

3 Source: Regional Awareness & Perceptions Survey. 2003. Tourism Victoria. Primacy of akes entrance relates to both intrastate and interstate survey respondents.


PrQ

The recommended approach delivers benefits across the region through leverage off the most appropriate name or brand. In a tough domestic market place a market focused approached is needed to achieve the objectives of this Plan.

4.4 Infrastructure & product development

4.4.1 Public infrastructure

The Plan places great importance on the development of public infrastructure to underpin sustainable tourism growth in East Gippsland. This has been an ongoing theme articulated through tourism plans for the region since the late 1980’s.34

The consultative process associated with this Plan and analysis of current local, regional and state agency plans indicates

re

ThprthdeotGlainR

34

93inSn

Submission no.64

One of the views from Jemmys Point Lookout – significant opportunity for infrastructure development.

epared by Tourism Destination Management Pty Ltd & Page 27 uercus Marketing

that, while development of public tourism lated infrastructure is essential, it needs to:

Be linked to demonstrated demand.

Build on identified areas of regional strength/competitive advantage.

Be linked, integrated and supported with related plans and processes at a local, regional, state or even national level.

Be sustainable beyond any initial government seed funding.

Show potential for public/private partnerships.

Be supported and ‘owned’ by the community.

e infrastructure analysis in Table 10 gives priority rankings to infrastructure ojects identified through this Plan development process with due consideration to e above criteria. There is an important ‘bundling’ opportunity for infrastructure velopment in East Gippsland. This can add weight to individual projects that may herwise be seen in isolation. The key bundles or project areas are again the hub of ippsland Lakes, SMCD, GAR and the Snowy River Valley including Buchan. The tter is particularly opportune linked to the opportunity to showcase the $400m vestment by governments in restoration of environmental water flows to the Snowy iver.

See for example the Far East Gippsland Tourism Strategy 1988. In the conclusion on page one of three initiatives that ‘must occur immediately’ is ‘the provision of improved public

frastructure’ for the identified hubs of the Mallacoota area, Cape Conran/Marlo, Upper owy Valley, Errinundra and a recreational fishing zone.



The State Government’s Moving Forward strategic plan which outlines some $502m in regional support programs for the period 2006 – 2009 provides a major opportunity for East Gippsland to align with and get infrastructure developments happening.35

While the focus of this Plan is public infrastructure the development of private infrastructure is highly relevant to the following assessments (Table 10) and, to this end, Section 4.4.2 analyses key current and planned private infrastructure investment in East Gippsland.

Table 10: East Gippsland infrastructure analysis and priorities INFRASTRUCTURE &

STATUS RESPONSIBLE

AGENCY/ AGENCIES

ANALYSIS & PRIORITY

GIPPSLAND LAKES HUB Jemmys Point lookout Lakes Entrance

Potential to redevelop the site to create lookout & interpretation of Gippsland Lakes & entrance. Large site with capacity to support visitor infrastructure including interpretive material, parking, toilet & food services.

DSE, EGS World class views. Creates a major icon between Sydney & Melbourne on SMCD.

Accessible nature – encapsulates Gippsland Lakes.

Alignment with intent of plans including DGI & Tourism Victoria.

Relieves major planning issues with current highway lookouts including traffic flow & pedestrian safety.

SHORT TERM HIGH PRIORITY

Victoria’s year round boating capital Ongoing commitment to sustainable development by various agencies

Gippsland Lakes Coastal Action Plan currently being reviewed

Gippsland Lakes Boating Capacity Study to be undertaken prior to the Gippsland Boating Coast Action Plan being reviewed in 2007

GP, DSE, PV, EGS, GCB

Identified State & regional development priority.

Development issues, needs and opportunities identified in Gippsland Boating Coast Action Plan & Gippsland Lakes Coastal Action Plan (specific opportunities highlighted in Part B - Strategies & Implementation Plan)


Marina Development, Lakes Entrance Currently scoping for development of marina berths including North Arm & Cunninghame Arm as per implementation plan.

GP, DSE, EGS

Addresses shortage of moorings at premium tourism waterfront hub east of Melbourne.

Stimulant to yacht & power boat traffic into Lakes Entrance & across Lakes system.

Plan alignment with Gippsland Boating Coastal Action Plan36 & Gippsland Ports Strategy 2006/08.

Strengthens positioning of Lakes Entrance on SMCD & Gippsland

35 See Attachment 1: Summaries of Relevant Reports & Studies for summary of programs. 36 Gippsland Boating Coastal Action Plan 2002 Page X1. Identified as a medium priority.

Submission no.64



INFRASTRUCTURE & STATUS

RESPONSIBLE AGENCY/

AGENCIES

ANALYSIS & PRIORITY

Lakes as an icon coastal destination with multi-night stay appeal.

Excellent private investment & partnership opportunities.

MEDIUM TERM HIGH PRIORITY Bullock Island, Lakes Entrance High profile site

DSE, EGS, High mixed use demand. Currently appears as a site lacking integrated planning

Fails to capitalise on potential of Fishing Co-op to be a major attraction for Gippsland Lakes & SMCD.

Could reinforce regional seafood strength.

Opportunity not specifically aligned to local or state plans.

Further revenue private partnership opportunities.

MEDIUM TERM HIGH PRIORITY SMCD & MALLACOOTA Accessible nature – Lakes to the border Opportunity for detailed identification, prioritisation & coordinated development of accessible nature experience opportunities & associated touring services along Princes H’way between Lakes Entrance to Mallacoota/border.

Include: Bemm River Rainforest Walk including toilets, Euchre Valley Nature Drive, Cann River as major driver rest area, Drummer Road Rainforest Walk, Genoa Peak Lookout, Furnells & Choof Choof Track, Youngs Creek 2WD project, Cape Conran & Nowa Nowa walk. Cape Conran & Point Hicks. (Note also the cross reference with Snowy River Orbost infrastructure projects.)

DSE, EGS, VicRoads, PV

Lack of accessible ‘nature product’ in East Gippsland for mass holiday & touring markets.

‘Brings nature to the people’. Builds on competitive strengths. Reflects consumer demand & trends findings for short walks, scenic lookouts & interpretation.

Supports dispersion east from Gippsland Lakes.

Supports SMCD strategy & rationalisation of resources by DSE & PV to areas of greatest demand/sustainability.

Some private investment at DSE sites.

Will require ongoing maintenance budgets within PV/DSE.

Factor in Nowa Nowa/Bairnsdale major route upgrade.

MEDIUM TERM HIGH PRIORITY

Mallacoota Bluewater access upgraded

Continue to progress

DSE, GP, EGS, GCB

Aligns with Tourism Victoria’s identified opportunities.

Improved facilities required to meet commercial/recreational requirements.


Submission no.64




RESPONSIBLE AGENCY/

AGENCIES

ANALYSIS & PRIORITY

Mallacoota Caravan Park Park reflects contemporary service & management standards.

EGS, DSE, management with lessee.

High demand particularly over peak period.

Key landmark site in Mallacoota aligned to nature strength & Council, Tourism Victoria & National Parks strategies.

Excellent revenue generation & private partnership potential.

MEDIUM TERM HIGH PRIORITY Mallacoota Pathways Project

EGS, DSE Strong community support Council funds committed for 2007/08

SHORT/MEDIUM TERM HIGH PRIORITY

Point Hicks Major heritage site – Captain Cook/European settlement

Opportunity to repair, upgrade & maintain access road.

Plan for lighthouse area to better capitalise on high quality historic & environmental assets including seal & whale viewing.

Lease in place for lighthouse management & accommodation.

PV Serious safety issues with state of road from Princes H’way.

Current demand for camping is seasonal. Year round demand for lighthouse accommodation.

Area has excellent potential alignment with regional strengths – could be a world class ‘show case’ experience.

Better access would open up SMCD market.

Weak alignment with current National Park planning priorities.

Considerable commercial opportunities with lighthouse.

Capacity to greatly extend private partnership.

MEDIUM TERM HIGH PRIORITY Eco lodge Opportunity identified – not yet at planning stage.

DSE, PV, TVic Conceptually wilderness lodge has great market appeal – access/time from market may be a barrier.

Reinforces nature strength & brings higher yield segments.

No specific Plan alignment although more upmarket accommodation at Mallacoota has been identified through this planning process.

Revenue & partnering options subject to business plan.

Bemm River access road to whale & bird watching site at Pearl Point.

Viewing platform erected by Bemm River Progress Association, with road access recently improved.

PV, BRPA, local aboriginal community

Site has significance for whale watching (pods with calves) during November – April season & Sea Eagle bird watching – delivers on significant competitive advantage.

Maintain regular road maintenance to guarantee access.

SHORT TERM HIGH PRIORITY Cape Conran Standing camps being

PV Commitment to improving infrastructure is excellent & recognises the ‘drawing capacity’ of

Submission no.64




RESPONSIBLE AGENCY/

AGENCIES

ANALYSIS & PRIORITY

developed Management Plan commits to improved visitor facilities including camping areas

the park. Investment in standing camps (also at Buchan) provides excellent launching pad for a significant increase in investment in marketing for these icon East Gippsland natural attractions – particularly focused on building shoulder & off peak demand (see marketing strategies).

SHORT TERM HIGH PRIORITY SNOWY RIVER VALLEY & BUCHAN Buchan Caves Planned & costed refurbishment of lighting in the Royal Cave & associated access & safety enhancements.

Standing camps being developed.

PV Strong but declining demand (approx 40,000 pa).

Most significant fee paying national attraction & essential to support mono destination beach holiday market (non beach day option).

Alignment with DGI plans. Demonstrated revenue generation needed for capital works, maintenance & marketing.

Potential private partnerships including standing camps currently underway within PV.

See Cape Conran analysis regarding promotion.

SHORT TERM HIGH PRIORITY Tulloch Ard Road & scenic lookout

DSE, PV, Meets demand for a more convenient & accessible Snowy River experience for mainstream markets.

Reinforces regional nature strengths.

Links with wider strategy to stimulate demand for Snowy River experiences.

No direct private sector partnership opportunities.

Further investigation of scenic lookout options is required & in progress

SHORT TERM HIGH PRIORITY PS Curlip, Orbost Feasibility study completed for building a replica paddle steamer.

Funding approved.

Community project

Capacity to build on the Snowy River suit of experiences.

Aligns generally with SBCD strategy.

SHORT TERM MEDIUM PRIORITY

Man from Snowy River Adventure Drive Opportunity to develop icon drive capturing the spirit &

EGS, Towong, Tumbarumba & Snowy Shires. PV, NPWS (NSW), DSE

Potential demand but always a niche adventure drive product.


Alignment with this Plan’s hub

Submission no.64




RESPONSIBLE AGENCY/

AGENCIES

ANALYSIS & PRIORITY

adventure of the Man from Snowy River.

Sealing of the Bonang Road would support visitor dispersal linked to the Snowy Mountains

dispersion strategy & Snowy River Valley development node.

Primarily a product development & marketing opportunity linked to gradual en route infrastructure roll out.

Scoping study & implementation plan needed.

(short term product development priority) INTERMEDIATE TERM HIGH PRIORITY

Sealing of Barry Way Opportunity to seal approx 73km of road.

EGS, Snowy Shire (NSW), VicRoads, PV, NPWS


Alignment with this Plan’s hub dispersion strategy & Snowy River Valley development node.

LONG TERM HIGH PRIORITY East Gippsland Rail Trail Planning for extension of East Gippsland Rail Trail from Newmerella to Orbost is completed – works to commence shortly.

EGS • Will provide good ‘book ends’ for marketing of the Trail


Marlo – Frenchs Narrows 4km walk & cliff top lookout • Pre feasibility stage

PV, DSE, EGS Community

Opportunity to develop 4 km walk including lookout over Snowy River entrance, boardwalk sections & interpretation INTERMEDIATE TERM HIGH PRIORITY

Orbost – Marlo multi-use trail Pre-feasibility stage

DSE, EGS, EGCMA Could generate significant demand ex Orbost.

Possibility of creating loop bike trail Orbost – Cabbage Tree – Cape Conran – Marlo.

INTERMEDIATE TERM MEDIUM PRIORITY

GREAT ALPINE ROAD Omeo Support for tourism & cultural heritage following decision to end grazing in the Alpine NP ($2.765m)

» contribution to sealing the Bogong High Plains Road ($2 million)

» support for historic hut maintenance by volunteers, eg Victorian High Country Huts Association ($60K)

» interpretive signage & information on the history

Omeo BTA, Tourism Victoria

Opportunity to leverage off the High Country Cultural Heritage Interpretation Plan (see product development) – April 2006 meeting to develop further details.

Submission no.64




RESPONSIBLE AGENCY/

AGENCIES

ANALYSIS & PRIORITY

of the high country, including grazing ($240K)

Omeo Historic Justice Precinct A well preserved precinct with 5 notable buildings

EGS, local historical committee, BTA

Opportunity for further developing this site in conjunction with the High Country Cultural Heritage Interpretation Plan noted above.

New lookouts Opportunity along GAR

EGS, GAR, VicRoads

Opportunity to create two new lookouts with GAR interpretive material (5km south of Hotham Airport & at Kandangora Muttung Point south of Omeo).

GENERAL Conference facility Identified opportunity for a large conference & events facility

Private industry, EGS

Anecdotally strong demand in Bairnsdale & Lakes Entrance.

Excellent alignment with this Plan’s objective to smooth seasonality.

Significant off peak bed capacity particularly at Lakes.

Accessibility/time to Melbourne an impediment (commercial air access would help).

Good revenue generation & private partnership opportunities subject to business planning.

SHORT TERM HIGH PRIORITY East Gippsland Icon Walk

Feasibility study underway.

PV & DSE Demand subject to assessment noting growing demand for lodge to lodge & vehicle supported camping multi night walks. 37

Would highlight regional strengths. May have ongoing revenue capacity.

Private partnership options subject to study outcomes.

Work in conjunction with DSE/PV/ TVic Land Bank project.

Investigate development site. See also product development section

SHORT TERM MEDIUM PRIORITY Gippsland Hinterland All Wheel Drive Touring Route Planning underway. Objective is to identify, manage & promote an all wheel drive touring route alternative between

4/W/D Victoria, DSE, PV, DGI, 5 Gippsland Shires

Will stimulate 4WD visitation into East Gippsland.

Promote & link small communities in East Gippsland.

Integrate with GAR, Snowy River Drive & the proposed Man from Snowy River Drive.

Capitalise on Victoria’s competitive

37 Chris Buykx from World Expeditions Pty Ltd stated in a phone interview January 2006 that the vehicle supported campsites model is increasing in popularity and they are planning to add departure dates to their Larapinta and Flinders Ranges vehicle supported walks.

Submission no.64




RESPONSIBLE AGENCY/

AGENCIES

ANALYSIS & PRIORITY

Melbourne & Eden through the Gippsland Hinterland.

advantage over NSW in providing 4WD experiences.

SHORT TERM HIGH PRIORITY Three Sisters 4/W/D Tour Project in progress

DSE, PV Will expand range of 4/W/D tour & associated products

SHORT TERM HIGH PRIORITY Shire tourism signage upgrade Opportunity to audit signage, plan & implement major upgrade – time with Tourism Victoria completion of statewide review of tourism road signage in 2006.

EGS, VicRoads Preliminary audit indicates major inconsistency of standards against accepted TVic Tourist Signing Guidelines.

Support DGI & this Plan’s focus on developing touring including SMCD & GAR.

Opportunity to cross reference with East Gippsland tourism branding.

INTERMEDIATE TERM HIGH PRIORITY

Standing camps Development at Buchan & Cape Conran underway with Summer 2006/07 completion.

Meets demand for higher standard accommodation in National Parks.

Reinforces nature strength & brings higher yield segments.

Alignment with Tourism Victoria & National Park plans.

Good sustainability potential. Private partnerships potential. Demonstration project – may open up other opportunities.

INTERMEDIATE TERM HIGH PRIORITY

Forestech – Forest Discovery Centre Second launch August 2006 (see Section 4.4.3 Product & industry development).

DSE, TAFE

4.4.2 Private investment

The information in Attachment 2: Shire Data on Current Infrastructure Projects & Opportunities indicates the concentration of private sector investment around the Gippsland Lakes. Residential projects that are planned or approved in East Gippsland amount to more than $195 million. There is a noted lack of investment in natural areas outside the built environment of the Gippsland Lakes hub.

This concentration of investment reflects the comparative strength of tourism centred on the Gippsland Lakes driven by increasing lifestyle retirement and tourism related demand.

This concentration of investment reinforces the strategy of ‘leading with your strengths’ – using Gippsland Lakes as the flagship destination to drive visitation into the region.

Submission no.64



4.4.3 Product & industry development

The table at the top of the following page provides an evaluation and prioritisation of the product and industry development opportunities for East Gippsland tourism.

Table 11: Evaluation and priorities of product & industry development opportunities

PRODUCT & INDUSTRY

DEVELOPMENT & STATUS

STAKE- HOLDERS

ANALYSIS & PRIORITY

GIPPSLAND LAKES Development of the seafood experience Lakes Entrance has the product, location & infrastructure to build on this major competitive advantage.

Fishing industry, LEBTA, EGS, EGRBTA

There is a lack of availability of fresh seafood to restaurants – distribution chain sees it going to Melbourne & returning.

LEFCOL is in a premium location but provides a 1970’s experience facility.

Buying fresh seafood from the boat is a great experience but apparently illegal, while buying cooked prawns is legal.

There are no seafood events that focus consumer & media attention on seafood.

Opportunities to develop a seasonal seafood seasonal calendar.

Investigate seasonal seafood events – scallops, prawns – whiting etc.

Encourage development of high quality seafood experiences linked to Bullock Is development.

Encourage more direct to retail outlet distribution.

SHORT TERM HIGH PRIORITY Regular boat service Paynesville – Metung – Lakes Entrance No regular service exists to link these key waterside destinations.

Industry, EGS

A regular passenger boating service linking the three icon towns of the Lakes would provide a major activity promoting movement around the Lakes & supporting increased length of stay.

Opportunity to investigate private sector interest & possible funding sources to support establishment costs.

LONG TERM LOW PRIORITY Entertainment on the Lakes

EGS Local BTA’s

There is increasingly use of floating pontoons for concerts, films etc as a means of bringing people to waterside destinations.

Numerous sites appear suited to such a product.

Opportunity to add another attraction to the Lakes experience.

MEDIUM TERM MEDIUM PRIORITY SYDNEY MELBOURNE COASTAL DRIVE & MALLACOOTA Colquhoun State Forest & Forest Industries Interpretive Centre

TAFE, DSE Opportunity to enhance visitor experience to see value added timber products such as furniture & to provide interpretation of the centre & the forests industry.

SHORT TERM LOW PRIORITY

Submission no.64



PRODUCT & INDUSTRY


STAKE- HOLDERS

ANALYSIS & PRIORITY

GREAT ALPINE ROAD Omeo Product Development $265K allocated over 3 years through State Government’s High Country Initiatives Program following the alpine grazing decision.

Funding from DSE but administered by TVic.

To be used for part-time employment of Tourism Officer; co-op marketing in GAR; skills development workshops; mentoring; visitor servicing, eg signage

Also support for high country cultural heritage events & festivals, eg Man from Snowy River Festival ($200K)

Omeo BTA, TVic, EGS

Omeo is the major East Gippsland through destination on the GAR with capacity to become a significant en route hub for day tours.

There is a lack of accessible product experiences in the Omeo area that provide a high country experience.

Linked to the implementation of the Omeo Destination Plan there needs to be bundled packages – activity options, meet the locals, sample the produce etc.

April workshop to fine tune the High Country Initiatives Program is opportunity to develop.

The Omeo Historical Justice Precinct is a significant collection of 5 heritage listed buildings managed by the Omeo Historical Society, including displays of high country pioneering, agricultural & gold mining history. Opportunity for integration into day tour packages.

Linked to the wider opportunity of promoting one week drive GAR drive packages ex Melbourne38 Omeo have the opportunity to be a key player in accommodation & activity value add packages for co-op promotions.

SHORT TERM HIGH PRIORITY High Country Cultural Heritage Interpretation Plan This plan is being developed following the alpine grazing decision.

DSE, Alpine Shire, EGS, Omeo BTA

Accessible quality cultural interpretation of the high country including the history of the high country cattlemen is a key product gap currently around the Omeo area.

There is a significant opportunity for the high country area to capitalise on the plan’s implementation initiatives (such as sealing the Bogong High Plains Road) linked to GAR strategies & the significant role the Omeo region has in delivering the high country cattle, mining, exploration & other components of cultural history.

SHORT TERM HIGH PRIORITY SNOWY RIVER VALLEY The Man from Snowy River Adventure Drive State Government commitment to provide seed funding & currently seeking support from other areas including Snowy Mountains.

EGS, local BTA’s, DSE, PV,

See Section 4.4.1 Public infrastructure.

38 Packaging opportunity identified through the Gippsland Sustainable Tourism Project 2006.

Submission no.64



PRODUCT & INDUSTRY


STAKE- HOLDERS

ANALYSIS & PRIORITY

GENERAL Develop destination plans for lead destinations identified by Tourism Victoria Victoria’s Tourism Industry Strategic Plan 2002-2006 outlined a commitment to the preparation & implementation of tourism destination & village planning.

Metung / Paynesville, Mallacoota & Lakes Entrance are identified in the Gippsland Regional Tourism Development Plan (2006 Review) as potential destinations for such plans.

TVic, local BTA’s, EGS

These four destinations are the core visitor centres of East Gippsland. Effective tourism destination plans are essential to provide for sustainable development. The plans for the Lakes destinations will help deliver on the promise of ‘Victoria’s year round boating destination’.

There is an opportunity aligned with the wider Tourism Victoria strategy to implement destination plans – essential given the increasing pressures on these centres.


Develop an iconic walk See Section 4.4.1 Public infrastructure. Increase awareness of Croajingolong National Park as a tourist destination The 2005 update of the Gippsland Regional Tourism Development Plan outlines this action.

(See also Section 4.4.1 Public infrastructure.)

TVic, PV, EGS

The Croajingolong National Park is difficult to access with a limited & run down road infrastructure. While some sites such a Point Hicks are potentially of world class status (wildlife viewing, scenery, history, landscape) the infrastructure is poor & access very difficult.

Linked to the Gippsland/Tourism Victoria Development Plan there is an opportunity to provide a detailed audit of the product, including the level of accessibility prior to any focus on building awareness.

SHORT TERM HIGH PRIORITY There is also an opportunity to include the Snowy River & Alpine National Parks in this process.

MEDIUM TERM HIGH PRIORITY Investigate development sites for tourism including accommodation adjacent to National Parks or on DSE sites Currently underway.

Tourism Task Force (DIIRD, DSE), industry, EGS

This is a key issue for EGS identified in plans dating back to the 1980’s (see Attachment 1: Summaries of Relevant Reports & Studies).

Opportunity for EGS to be a priority Shire for seeing implementation resulting from this ‘land bank’ identification study.

Approximately $1.7m is available under ‘Moving Forward’ to support implementation.

SHORT TERM HIGH PRIORITY Increase awareness of DSE, PV, While the Marine National Parks (Ninety Mile

Submission no.64



PRODUCT & INDUSTRY


STAKE- HOLDERS

ANALYSIS & PRIORITY

Marine National Parks & Marine Sanctuaries The 2005 update of the Gippsland Regional Tourism Development Plan outlines this action.

Tourism Victoria Beach, Point Hicks & Cape Howe) & Beware Reef Marine Sanctuary are highly important marine ecological sites they themselves attract very little visitation linked to their marine status.

Linked to the Gippsland/Tourism Victoria Regional Development Plan there is the need & opportunity to audit the product, including the level of accessibility prior to a focus on building awareness – major issue is poor access including ramps & roads.

Point Hicks audit.

SHORT TERM HIGH PRIORITY Ninety Mile Beach, Cape Howe & Beware Reef Marine Sanctuary audits.

MEDIUM TERM MEDIUM PRIORITY Commercial flights into East Gippsland

Private sector EGS

Lakes Entrance has a high quality sealed airstrip with capacity for commercial flights. 3–4 hour Melbourne drive time brings flight option onto the radar.

Opportunity to investigate feasibility of commercial flights – & with tourism group air tours such as Air Tours of Australia.

Shire strips at Bairnsdale, Marlo & Mallacoota also represent opportunities that should be investigated.

SHORT TERM MEDIUM PRIORITY Conference & Meetings sector Marketing & development of this sector is conducted primarily at an operator level or through industry groups & associations (see also Section 4.4.1 Public infrastructure).

EGRBTA EGS, industry

There is no coordinated development & marketing of this sector in East Gippsland – typically done though a specialised arm of the regional tourism association.

Short term the priority should be on development of infrastructure for medium size conferences/meetings.

Subsequently development of conference packages including accommodation, tours, transport, entertainment & meeting services are an opportunity for development.

MEDIUM – LONG TERM HIGH PRIORITY East Gippsland Rail Trail The rail trail now extends some 100km from Bairnsdale to Newmerella near Orbost.

Committees of management, local BTA’s, EGS

While the trail is impressive in its scale, the experience beyond Lakes Entrance has sections of limited scenic appeal, services & variety when compared to highly popular Rail Trails such as Murray to the Mountains

If demand cannot be developed the sustainability of these eastern sections may be called into question.

The development of product, packages & events is an opportunity to stimulate demand. For example developing a family ride day event Nowa Nowa to the Snowy

Submission no.64



PRODUCT & INDUSTRY


STAKE- HOLDERS

ANALYSIS & PRIORITY

River (Orbost) with en route entertainment & food stalls.

SHORT TERM MEDIUM PRIORITY Krowathunkaloong Keeping Place

A business & marketing plan is to be prepared.

The Draft East Gippsland Arts & Culture Strategic Plan recommends discussions with indigenous organisations to support indigenous projects. Support identified & provided.39

Gippsland & East Gippsland Aboriginal Co-operative, Arts & Culture Strategic Advisory Board, EGS

Despite being an excellent cultural centre it attracts less than 2,000 visitors per annum.

There is a significant opportunity to support the centre though in-kind promotions & PR.

Also to assist the traditional owners through the BTA network to increase support from the accommodation sector in particular in promoting the centre to their visitors.


Signature event

Events study conducted in 2003 but recommendations not adopted.

EGS, BTA’s, TVic

Potential ‘big bang’ new event approach has not been embraced due to capacity, resource & sustainability issues.

State Government supports significant local events through the Country Victorian Events Program & Tourism Victoria Events Program.

Analysis indicates an opportunity to group existing Lakes area events that have existing organising committees, eg Paynesville Jazz Festival, into an agreed shoulder period to create ‘a week on the Lakes’ type collection of events.

SHORT TERM MEDIUM PRIORITY Niche events, eg Wilderness Bike Ride

Across the Shire there are some excellent small scale community events or events for niche markets.

BTA’s EGS, DSE, industry

The lack of flagship events is acknowledged as an issue in East Gippsland.

Development of events with strong community support can be important to development into ultimate flagship events.

There exists through the events officer position the opportunity to further develop event funding development criteria aligned with flagship potential that enables priority Council & other sponsor support.

SHORT TERM MEDIUM PRIORITY Cross regional motor bike touring

EGRBTA, LOCAL BTA’S EGS, neighbouring shires, VicRoads, TAC,

The growing presence of the motor bike market has been reported in communities on & north of the Princes Highway.

This is an important market across the Australian Alps & individual Shires & communities are developing strategies to

39 East Gippsland Shire Council Draft Five Year Arts & Culture Strategic Plan. Page 18.

Submission no.64



PRODUCT & INDUSTRY


STAKE- HOLDERS

ANALYSIS & PRIORITY

RTA (NSW) cater for this market. In NSW the RTA is a key cooperative partner.

An Australian Alpine Communities approach to product development (including safety) & marketing to motor bike groups would be well received by this growing market. It would also align with Federal funding guidelines encouraging across regional/border cooperation.

MEDIUM TERM MEDIUM PRIORITY Gippsland Hinterland All Wheel Drive Touring Route

See Section 4.4.1 Public infrastructure.

Major arts /culture event or conference

The East Gippsland draft Arts & Culture Strategic Plan outlines a strategy to showcase & progress the arts industry.40

Arts & Culture Strategic Advisory BoardEGS, EGTAB

The arts & cultural assets of East Gippsland are not strong tourism drivers. Stronger arts & culture development & recognition as per the Arts & Culture Strategic Plan would assist the image of the region & to attract visitors.

Tourism industry support for a major arts & cultural event is an important development opportunity.

MEDIUM TERM HIGH PRIORITY Regional food & wine

The region is not known for its food or wine apart from seafood. (See also seafood under Gippsland Lakes.)

Consistent with Victoria’s Food & wine Tourism Plan 2004 -2007.

The Twin Rivers Farm – Food & Wine Trail has been operating successfully for seven years

Food & wine – regional produce are important attributes for regions attracting high end visitors.

There is the need to investigate mechanisms to achieve greater in-region distribution & sale of local food & wine.

Identify opportunities for further development of food & wine tourism product, eg Feast on East annual event & through quality restaurants (note: dining out is the preferred activity of visitors to Gippsland.41)

There are also possible partnership opportunities in opening up the interpretation of the vegetable industry based around Lindenow to visitors.

MEDIUM TERM MEDIUM PRIORITY Packaging for the international market

DGI is hosting two workshops in Walhalla & Metung during April.

DGI, EGS, TAV Opportunity for developing packaging for inbound market; inbound commissions; packaging destinations.

Undertake education workshops to increase internationally ready product along the Great Alpine Road & Sydney Melbourne Coastal Drive.

40 Ibid. Page 19. 41 The top three activities most frequently participated in by domestic visitors to Gippsland are eating out at restaurants (33%), visiting friends & relatives (33%) & general sightseeing (26%). Source: National Visitor Survey year ending December 2004 as reported in the Destination Gippsland Three Year Strategic Marketing Plan 2005/06 – 2007/08.

Submission no.64



PRODUCT & INDUSTRY


STAKE- HOLDERS

ANALYSIS & PRIORITY

MEDIUM TERM MEDIUM PRIORITY INDUSTRY DEVELOPMENT Raise awareness of the value of tourism & engagement & participation among businesses & consumers.42

A communication strategy regarding the significance of tourism is to be developed by Tourism Victoria.

TVic, TAV, DGI, EGS

The consultative process associated with this Plan has identified the need to sell the benefits of tourism internally.

The opportunity exists to capitalise on the TVic strategy

Tourism Victoria‘s strategy should include

Research to determine the value of tourism to the region

Identify key stakeholders Outline methods used to influence

stakeholders Development of an information kit Corporate & community briefings Development of regional good news

stories SHORT TERM MEDIUM PRIORITY

Industry development seminar series

EGRBTA, EGS, TVic, TAV

Ongoing need. Topics could include: » Benefits of Green Globe & Ecotourism

Australian Certification » How to win a tourism award » How to get the Britz/Maui vans staying

with you » How to not need to spend any money on

advertising. MEDIUM TERM MEDIUM PRIORITY

Business & tourism awards

EGS, EGRBTA Recognised need to promote excellence in the industry & encourage higher standards.

SHORT TERM MEDIUM PRIORITY Integration of food & wine industry groups to provide leadership & to integrate marketing strategies at the local & regional levels

As outlined in the Gippsland Regional Tourism Development Plan 2006 Review.

EGS, East Gippsland Food Wine Tourism Network, Wellington Shire, TAB, EGRBTA

Consistent with Victoria’s Food & Wine Tourism Plan 2004 -2007 & the Gippsland Regional Tourism Development Plan there is an opportunity to integrate the various elements of the food & wine sector (food/seafood producers, food processors, wine producers, food/wine retailers, cafes/restaurants): » Develop a common vision for the food &

wine tourism segment across the region » Encourage networking & activities to raise

standards linked to Tourism Victoria’s forthcoming Quality Tourism Strategy Opportunity for industry to take leadership role through East Gippsland Food Wine Tourism Network in coordination with the TAB & EGRBTA.


42 Action from the Gippsland Tourism Regional Development Plan 2006 Review. Page 4.

Submission no.64



PRODUCT & INDUSTRY


STAKE- HOLDERS

ANALYSIS & PRIORITY

Facilitate high standards of visitor services, visitor satisfaction & the requirements of high yielding markets.

TVic, EGS The Tourism Victoria Quality Tourism Strategy include a range of modules and support development of higher standards

MEDIUM TERM MEDIUM PRIORITY

Strengthen strategic alliances

See Section 4.6.1 Management. SHORT TERM MEDIUM PRIORITY

Industry leadership

The Gippsland Tourism Development Plan 2006 Review identifies the need for support for industry leadership development.

Industry, EGRBTA, EGS, TAV

Tourism leadership across East Gippsland is being carried by a scarce few. Leadership ‘burn out’ has been reported as a major issue during the consultative processes of this Plan.

The encouragement of young & energetic leaders is essential in the large East Gippsland regional tourism industry

A leadership program, similar to the North East Leader’s Group, would be an excellent initiative to be developed in the future. The opportunity exists for the East Gippsland industry to encourage its establishment through the Shire & Tourism Victoria.


4.5 Links to existing policies & strategies

Various federal, state, regional and local area policies are applicable to tourism in the Shire and have informed the development of this strategy.

Victoria’s Tourism Industry Strategic Plan 2002-2006 and East Gippsland Shire’s Municipal Strategic Statement provide the overarching framework, supported by a range of other plans and policies, including those shown in the table at the top of the following page.

Submission no.64



Table 12: Relationship between State, regional, local tourism & other policies affecting the development of tourism in East Gippsland

TOURISM PLANNING OTHER RELEVANT POLICY

STATE

Victoria's Tourism Industry Strategic Plan 2002/06,

Gippsland Regional Tourism Development Plan (2006 review)

Provincial Victoria 'Moving Forward'

Victoria's Nature Based Tourism Strategy 2007/11

Forest Management Strategies PV & DSE

Tri -State Touring Strategy Victorian Coastal Strategy 2002 Coastal Spaces Report

Aboriginal Tourism Development Plan 2006/09

Tourism Task Group Plan DIIRD & DSE

REGIONAL Destination Gippsland Strategic Marketing Plan

South East Australia Transport Strategy (SEATS)

Sydney Melbourne Coastal Drive

Integrated Coastal Planning for Gippsland Coastal Action Plan

(Integrated CAP)

Tourism Victoria's Gippsland Regional Development Plan

Gippsland Boating Coastal Action Plan

Great Alpine Road Gippsland Lakes Coastal Action Plan

LOCALEast Gippsland Regional

Business & Tourism Association

Municipal Strategic Statement

East Gippsland Shire Strategic Tourism Plan

Gippsland Economic Development Plan (pending) &

East Gippsland Arts/Culture Plan

Local Business & Tourism Association Plans

Local Community PlansUrban Design Frameworks

Park Management Plans, Parks Victoria

The DIIRD Moving Forward plan provides a key opportunity for the development of tourism in East Gippsland. Recent State government planning through groups such as the DIIRD/DSE Tourism Task Group also provide new opportunities for East Gippsland. The role and planning of the Department of Regional Communities is also an important linkage for East Gippsland tourism to foster and integrate with.

2006 will see the development of Tourism Victoria’s 2007 – 2010 strategic plan. It will be important the key opportunities identified in this Plan are understood and supported within the State tourism plan.

Submission no.64



4.6 Structure, management & resources

4.6.1 Management

The key management functions are planning, organising, leading and controlling.43 The management function associated with this Plan is made more complex because the Plan is delivered though multiple organisations.

Over the past decade the management of tourism in East Gippsland lacked stability. From 1995 to 2002 the East Gippsland Shire Council financially supported but fully outsourced economic development and tourism. In 2002 Council made a strategic decision to incorporate both areas ‘in-house’. The restructuring of the industry locally together with Tourism Victoria's decision to amalgamate the former two Gippsland based tourism Campaign Committees in 2004 left a temporary gap in tourism management.

These and other factors led to a reduction in productivity and some sense of frustration within the local tourism industry. More recently much has been done to improve the management framework of the local tourism industry, including:

Council’s adoption in 2004 of an official Tourism Policy.

Establishment of the East Gippsland Regional Business & Tourism Association.

Establishment of the East Gippsland Shire Tourism Advisory Board.

Establishment of the position General Manager Gippsland Tourism.

East Gippsland Shire

Council’s tourism policy44 provides guidance on the way in which the East Gippsland Shire Council will directly support and develop the tourism sector; and work with other stakeholders in achieving East Gippsland Shire’s vision for tourism. The specific focus of Council’s direct support is in visitor information services, tourism industry development, tourism information, Tourism Advisory Board and through groups including Tourism Victoria, Destination Gippsland Campaign Committee, Tourism Alliance Victoria, local and regional BTA’s, public land and water managers and other regional groups such as the Great Alpine Road Committee.

The Economic Development Unit is responsible for tourism, focusing on tourism management and associated economic development opportunities. Internal staffing for tourism includes the following:

The Economic Development Manager who provides a key advocacy role for tourism within Shire and a leadership role for the investment and development of tourism in the external market place.

43 See, for example, Organising Behaviour. Ed Robins, Millett & Waters. Prentice Hall. 2004. Page 4. 44 See Attachment 8. East Gippsland Shire Tourism Policy.

Submission no.64



The Economic Development/Tourism Coordinator is pivotal in coordinating and facilitating tourism management and development throughout the region and, through the Economic Development Manager, ensuring that Council’s tourism strategy is implemented and delivered.

Managing the two accredited Visitor Information Centres at Bairnsdale and Lakes Entrance is also a responsibility of the Economic Development Unit via a Visitor Information Centre Coordinator.45

The Major Events Development Officer is responsible for community events and attracting and facilitating major events within the Shire.

The Small Business Officer is responsible for small business support, including tourism businesses.

Council is also responsible for three caravan parks under management arrangements at Mallacoota, Orbost and Cann River. All three caravan parks are managed by a private company through one management contract with the Shire. DSE is considering a review of its assets used for public caravan parks.46 The consultative process associated with this Plan has indicated Council’s current management arrangements are not maximising the potential returns from these assets.

The key issues with this policy arising from analysis associated with this Plan’s development are:

The policy excludes Council from external tourism marketing.

The limited resource capacity of Council to sustain effective delivery of its policy.

The related management of the Visitor Information Centre network including operation of Lakes Entrance and Bairnsdale consumes a significant amount of Council’s tourism resources.

The limited resource capacity of industry leaders to sustain management involvement.

Commercially, Council management of caravan parks is not the most productive model.

As highlighted in the market analysis (competition, changing holiday trends etc) and the following resource analysis East Gippsland must strive to have all stakeholders including Council aligning strategy to build sustainable tourism in the Shire. Council’s ability to ‘seed fund’ external marketing as a trigger for building long term private sector investment is a key leadership opportunity for Council.

45 The privately operated accredited visitor centres at Metung, Orbost & Omeo and other non accredited centres are part of the Shire’s coordinated VIC network. 46 Discussions with Vivian Clair, DSE, March 2006.

Submission no.64



A change of Council policy to include external marketing will provide Council with an important management lever to more effectively stimulate tourism industry cooperation and ultimate growth in a sector generating one in twelve jobs in the Shire.47

Council’s capacity to manage its areas of support for tourism as per the policy including effective cooperation with 24 specific local, regional and State level bodies is a significant issue. The scale of the Shire combined with human resource constraints of the Economic Development Unit matched against the policy deliverables suggest changes to the policy and associated management will be needed.

Analysis suggests that tourism information (website and film library) and a percentage of stakeholder group liaisons are areas where transfer of responsibility to industry should be considered in the longer term, subject to adequate resourcing.

The issue of Council’s significant support for Visitor Centres is a complex area of analysis and beyond the scope of this Plan to recommend a clear direction. Recent measures by Council to take a more entrepreneurial role in the management of the Centres are to be encouraged.

The results of this (computerised booking system and Centre floor plan improvements etc) will require careful analysis and should be the subject to a significant review in 2008/09.

Recognising the issues of industry leadership burn-out identified during the course of this Plan’s development (refer to ‘industry leadership’ in Table 11), it would be prudent over the longer term to consider rationalising the roles and responsibilities of the East Gippsland Shire Tourism Advisory Board (see below) and the East Gippsland Regional Business and Tourism Association.48

A review of Council’s management of caravan parks is underway and this (combined with any DSE review) will provide the opportunity improve management of the three caravan parks.

The opportunity exists to spread the load from the Economic Development/Tourism Coordinator over time to the East Gippsland Regional Business and Tourism Association as industry builds its resources to deliver its strategies.

Resources allowing for regular communication including email bulletins and face-to-face meetings will be to keep the Plan aligned will all stakeholder groups.

To assist in monitoring and benchmarking the Shire’s tourism management activities it is recommended that the Shire take part in Tourism Alliance Victoria’s periodic ‘Tourism Health Check’ that reports on six indicators for sustainable management of tourism by local government:

Strategic planning.

47 Tourism & Transport Forum Victorian Employment Atlas 2005. Page 7. 48 See criteria in Tourism Alliance Fact Sheet No 2. Functions of a Regional Tourism Association.

Submission no.64



Implementation of plans.

Involvement with industry.

Integration between tourism and other functions within council.

Co-ordination with external stakeholders.

Resource allocations.

East Gippsland Shire Tourism Advisory Board Role

The role of the Board as an independent advisory board to Council is to ensure long-term support from, and participation by, the tourism industry and their partners in Council’s investment in tourism. The Board is seen to contribute to a more sustainable industry, accountable decision-making, better industry participation and long term social and economic benefits to the region. The Board provides recommendations to Council and other stakeholders. It also oversees the development of this Plan and associated yearly action plans. The Board has very good representation (see Council’s Tourism Policy document).

Opportunities to simplify the management structure over the longer term are noted in the following section.

East Gippsland Tourism Industry

The opportunity exists for industry to take the lead role in East Gippsland tourism. The last two years in East Gippsland has seen the tourism industry working in a somewhat fragmented way with individual or small groups of industry investing in their own marketing. Industry has been largely reliant on Council to provide leadership in tourism planning and representation with wider alliance partners.

Variable and at times unsatisfactory customer service and associated levels of service has been identified as an issue in East Gippsland through this Plan’s development.

Communities have identified the difficulty of attracting tourism industry leadership as another barrier to industry growth and cohesion. The finite capacity of a limited number of industry leaders to sustain involvement in a productive TAB and the EGRBTA (and local BTA’s) is also an issue for the sustainable management of tourism in East Gippsland. The productive and sustained delivery of management functions (planning, organising, leading and controlling) will be is aided by efforts to simplify the structures through which management is delivered.

Industry support and participation in project focused tourism action groups is another opportunity to bring in new industry players who can focus on specific projects within a set time frame.

Submission no.64



East Gippsland Regional Business & Tourism Association

The EGRBTA is a fledgling association with good leadership and initial direction. It is focused on industry representation and the development of marketing with a regional brochure as the first key project.

Full engagement with all ten local BTA’s is essential as any lack of unity has the capacity to weaken EGRBTA leadership and strategy implementation.

Lack of resources for marketing and administration is a key issue for the association. Council has indicated a willingness to support EGRBTA administration to give it the kick start needed to implement marketing and increase industry investment in Association programs.

Over the life of this Plan the opportunity exists for the EGRBTA to build its delivery of the integrated cooperative marketing component of the Plan on behalf of all stakeholders in the tourism industry including Council and land managers identified in Council’s policy. This would align with the best practice model discussed earlier. Typically such regional associations deliver services linked to an annual member’s cooperative marketing prospectus and an MOU for service delivery with Council on a project by project basis.49

Local Business & Tourism Associations

The ten major BTA’s and their members across East Gippsland have a key role in the management function for East Gippsland tourism. The sustainable roll-out of this Plan will rely on members, with the BTA’s providing the most effective monitoring system (feedback) to the Plan’s implementation, with the BTA’s providing input into the refinement and development of future Plans and strategies.

The BTA’s are spread across a large region. Attracting and maintaining local industry leadership to sustain the BTA’s is a challenging issue in many communities.

A strong EGRBTA can play a role in supporting local BTA’s, as can Council through support to the EGRBTA and though community leadership programs and programs that recognise and celebrate local community leadership.

The opportunity exists for the ten local BTA’s to be effectively engaged in the management of this is Plan is through:

Development of an annual BTA cooperative members’ prospectus – developed through the EGRBTA and delivered though local BTA’s.

Formalising six monthly feedback from the BTA’s against ten agreed KPI’s from this Plan.

Providing an annual (late February) meeting inviting all BTA members to refine strategy for the coming financial year and in February 2008 conduct a major review and development seminar as part of the major Plan review process.

49 See for example the MOU between Mildura Council and the Tourism Association.

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Plan implementation through, in part, its hub and spoke strategy provides a new mechanism to engage the local BTA’s. The four (overlapping) communities of interest – GAR, Snowy River Valley, SMCD and Gippsland Lakes provide a logical management framework for groups of BTA’s to assist in plan implementation. For example the Orbost and Buchan BTA’s could coordinate industry input into the bundle of strategies focused on the Snowy River Valley. BTA’s committed to SMCD could form a Tourism Action Group based on the successful Towong Shire model to work with the government agencies to audit and prioritise ‘accessible nature’ development opportunities along the Princes Highway.50

Land Managers – Department of Sustainability & Environment and Parks Victoria

The key land managers in East Gippsland (DSE and PV) have demonstrated a clear commitment to East Gippsland tourism development and planning through active representation and participation in the Tourism Advisory Board. Some land managers are also active participants in local level BTA activity. At the State level the formation of the DIIRD/DSE Tourism Action Group51 sends a very positive message to industry and local government that the key tourism-related agencies are committed to advancing tourism on and near public lands.

There are a number of issues however relating to public land management identified through this Plan’s development. There has been a significant deterioration of infrastructure within public lands. The quite dangerous condition of the Point Hicks access road is one example of this deterioration that indicates a serious management issue.

There is within the land management agencies an indifferent attitude to tourism. While it is recognised as part of the management plan some areas of management appear to view it as a necessary evil – without the visitors, management would be a lot easier.

Possibly associated with the above issue is an identified lack of connection with the industry. This may also be attributable to resource related issues.

Another identified issue is the limited focus by land managers on the breadth of recreational opportunities across public lands. Rafting, canoeing, horse riding, cycling, fishing and 4WD touring are just some of the opportunities for further development and marketing within areas of public land management.

The commitment to this Plan by land managers demonstrates commitment to tourism and to further participation in cooperative tourism development. There is also the opportunity for the land management agencies to actively participate in select tourism

50 Tourism Action Groups consist of small numbers (about eight) of industry and community individuals committed to achieving a set task within an agreed time frame, with Council having a facilitation role. 51 The Group is a senior management group Chaired by the Deputy Chief Executive of Tourism Victoria with representation from DSE, PV and DIIRD.

Submission no.64



action groups (the role of these groups is discussed elsewhere in this Plan). Regular participation in local level BTA activity is also to be further encouraged.

Support and input into the DIIRD/DSE Tourism Action Group from East Gippsland industry, local government and in-region land managers will be important. The General Manager Gippsland Tourism would be well placed to provide a key advocacy role with the Action Group on behalf of East Gippsland tourism.

Other management agencies, eg Destination Gippsland Inc, Tourism Victoria, Gippsland Coastal Board and Gippsland Ports.

The productive management of tourism in East Gippsland relies heavily on many other organisations as identified in Council’s tourism policy, adding to the complexity of tourism management. Gippsland Ports for example, is the designated manager relating to boating and waterway management over the Gippsland Lakes and its Port; the Port of Snowy River and the Port of Mallacoota with a lead role in strategies within this Plan. To keep everyone (24 plus groups/organisations) heading in the one agreed direction as per this Plan is going to require extensive coordination and communication. Without a commitment to regular communication and engagement across the organisations (and associated resources) the Plan coordinated management will be endangered.

Management for crisis: Gippsland Lakes blue green algae and bushfires

East Gippsland’s strength of nature product also makes it vulnerable to natural and man-made disasters, in particular bushfires and water related problems such as blue green algae outbreaks. The considered view of the East Gippsland Catchment Management Authority regarding further algal bloom outbreaks leads one to believe that it is very prudent to plan ahead for such an event. A $2m annual investment in the Gippsland Lakes Future Directions and Actions Plan is aimed at reducing the frequency and severity of blooms. The multi million dollars losses resulting from the recent January 2006 Grampians bushfire reinforces the need for East Gippsland to be considering its response to the fire disaster as well.

The State Government has an emergency management system in place (called AIMS) that has been adopted by all lead agencies. While this should provide an effective crisis management response the vulnerability of the tourism industry to such natural and man-made disasters suggests a pro-active approach may still be needed by industry.

The opportunity exists for tourism to review the AIMS system in consultation with the land managers to ensure the plan adequately covers the tourism industry’s needs.

Monitoring Plan Progress

This is an ambitious Plan with some 85 recommended strategies. Monitoring progress and reporting on its progress is essential to generate increasing levels investment in the Plan over the years. Effective monitoring of the Plan and regular reporting of progress will put new pressure on already stretched resources.

Submission no.64



A strategy to regularly and formally measure plan progress (see also Business and Tourism Association opportunities) and communicate Plan outputs to stakeholders is considered a requirement for successful and sustained implementation.

4.6.2 Resources

Strategies to improve the use of existing resources are an important element of this Plan. These include:

Improving communication and cooperation across the 24 plus organisations directly involved in East Gippsland tourism.

Strengthening industry structures (see following).

Refining the leadership of tourism through building the role of the EGRBTA.

Building ‘human capital’ including training programs for industry leaders, packaging programs and encouraging service excellence.

Celebrating the successes and developing a strong culture of teamwork and support across the East Gippsland industry.

Industry Resources

The resources needed to deliver the tourism vision for East Gippsland and manage this Plan will grow substantially over the life of the Plan. As outlined earlier increased industry investment in the Plan is essential for growth. The development of an EGRBTA member’s annual cooperative prospectus delivered though local BTA’s will be a key tool to focus increased industry investment in tourism marketing.

Funds generated through BTA membership (both numbers of member and value of membership) are another important growth opportunity that should run parallel with the implantation of this Plan. The value of investing in the BTA network will increase as strategies are implanted and outcomes are achieved and reported back to the industry.

Council Resources

Council’s budgeted Shire expenditure in 2005/06 for events, tourism, Visitor Information Centres, business support and economic development was about $1m.52 Of this, about 45% was allocated to tourism and the VIC’s. This is within a total budgeted expenditure by the Shire in 2005/06 of $42.8m. The tourism funds come from general rate revenues. For economic development Council introduced a commercial and industrial rate in 2004/05 that raised $80,000 which will be used for specified economic development activities.

52 This is a gross figure after taking into account various grants, accommodation booking commissions and souvenir sales at the VIC’s. The figure does not include any financial estimate for the work of VIC volunteers.

Submission no.64



Analysis of Shires in Victoria and sub-regions indicates an average regional tourism budget of $372,000, with a maximum of $1,930,000.53

While the bulk of the growth in funding needs to come from the private sector and external funding programs (see following) Council has an opportunity to increase tourism investment through this Plan and trigger significant additional industry and other investment.

The specific opportunity for Council is to increase the commercial and industrial rate of 5% that raised $80,000 in 2004/05 to 10% and to tag the additional funds to strategy implementation of this Plan.

The other key tourism assets managed by Council (three caravan parks and two high profile location visitor information centres) should be considered (as part of their review) as revenue opportunities (particularly Mallacoota Caravan Park and Lakes Entrance VIC). Their potential to generate income to support this Plan with enhanced management strategies is worthy of specific consideration.

Other resources including land managers

While East Gippsland public lands and its natural assets are widely appreciated within government they are seen to be receiving comparatively limited resource support. As indicated in the management section there is a deterioration of infrastructure within public lands related to lack of resources. Associated with this is the lack of marketing of the tourism related assets within public lands. The Buchan Caves for example are an icon attraction with declining attendance that is receiving limited marketing exposure in recent destination marketing guides.

A well developed regional tourism organisation should have the capacity to leverage base funding by around 30% per annum.54

Specific opportunities for leveraging funding include:

Moving Forward – a $502m package of Victorian State government programs over four years.

Tourism Victoria marketing programs most usually directed via Destination Gippsland.

Australian Tourism Development Program – a $12m annual Federal program for regional tourism most supportive of cross regional applications as well as private industry initiatives.

Regional Partnerships Program through the Gippsland Area Consultative Committee.

53 From Indicators of Sustainable Management of Tourism 2005. Tourism Health Check. 2002 – 2005 Comparison Report. Tourism Alliance Victoria. Some caution is needed with the figures due to variations in the way Councils allocate their budgets, eg including or excluding staffing. 54 Based on direct experience of TDM director Colin Bransgrove in a previous capacity as Director of Tourism Albury Wodonga for four years 19992 – 1996.

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Parks Victoria and the Department of Sustainability and Environment.

Industry, Council and land managers in partnership have the opportunity through this Plan to seek State and Federal investment in strategies that align closely with regional, State and Federal objectives and strategies. The bundling of infrastructure projects within for example the Snowy River Valley provides a stronger case to government for investment support.

It will be essential for the success of this Plan that land managers increase their support and participation in cooperative marketing through EGRBTA and with the key alliance/leverage partners identified in the Plan such as DGI, GAR and SMCD.

4.6.3 Structure

The structure for tourism management in East Gippsland is now in place to effectively implement this Plan. At the Gippsland regional level the structure places a large responsibility on General Manager Gippsland Tourism position. This position was created by the six Gippsland councils with the support of Tourism Victoria.

Table 13: Regional tourism structure

Operators and

Attractions

Tourism Victoria

Destination Gippsland Campaign Committee

Regional Tourism Associations

Local Tourism Associations

General Manager Gippsland Tourism

Gippsland Local Governments (6) &

GLGN

Local Government Tourism

Managers

Parks Victoria DSE

VicRoads Tourism Advisory Boards

Minister

Visitor Information CentresGippsland Events

Network

Creative Gippsland

Source: Destination Gippsland Inc.

East Gippsland has the opportunity to support and leverage off the Council’s investment in the General Manager Destination Gippsland position to improve integration with Tourism Victoria strategy and increase the benefits from a strong relationship.

The East Gippsland tourism structure (see Table 14 on the following page) provides a sound framework on which to build industry cohesion and productive management of tourism. As previously discussed over the longer term there is the opportunity to

Submission no.64



phase out the role of the TAB as the EGRBTA strengthens its capacity to lead and deliver more of the East Gippsland Tourism Plan.

Table 14: East Gippsland tourism structure

LEGEND 1. State Government Agency responsible for marketing Victoria domestically & internationally as a tourism destination.

Part of Department of Innovation, Industry, & Regional Development (DIIRD). 2. Peak regional tourism marketing organisation. Responsible to Tourism Victoria and the region for strengthening Gipp-

sland as a competitive tourism destination. 3. Responsible to Tourism Victoria and the Gippsland Local Government Network (GLGN) for developing and coordinat-

ing strategic regional tourism activities. 4. Gippsland Local Government Network— mayors and CEOs from the 6 Gippsland local governments. 5. Responsible overall for the development of sustainable tourism as a component of economic development within the

Shire. 6. Acts as a consultative mechanism for Council and the community. 7. Provide information and booking services to visitors. 8. Peak industry body focused on developing an increasingly dynamic tourism industry in Victoria. 9. Peak Shire-wide industry body representing local BTAs & CCIs etc. 10.Local industry bodies focused on servicing the visitor in individual localities. 11. Custodian of 4.1million hectares of parks & reserves in Victoria. 12. Victorian Department of Sustainability & Environment-manage numerous recreation/tourism natural assets including

State forests, alpine/coastal/marine areas rail trails, fauna & flora and heritage sites. As per Attachment 7. East Gippsland Economic Development & Tourism Unit Structure, the Council structure is currently effective for the delivery of the Tourism Plan.

A review of the Council structure as it impacts on tourism would be appropriate as part of the major 2008/09 Plan review associated with the evolving role of the EGRBTA and the review of Council’s role in Visitor Information Centre management as per a previously mentioned opportunity.

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4.7 SWOT analysis

The following SWOT matrix was developed at the two public meetings, the Tourism Advisory Board workshop and through the various other consultations.

Table 15: SWOT matrix

STRENGTHS WEAKNESSES Diversity of quality natural assets. Gippsland Lakes – usable & permanent waterways; 400km usable & safe – boating & fishing.

Within a day’s drive of 50% of Australia’s population.

Climate with intrastate market. Touring routes: SMCD & GAR drives. Monaro Highway link to Canberra. Lakes Entrance & Snowy River brand awareness.

Accessibility. Regional diversity – snow to the sea. National & state parks (also accessible to vehicles).

Water use – secure – no restrictions. Shire recognition of tourism as a regional economic strength & commitment to tourism industry development.

Land managers commitment to tourism. Coastal Board commitment to developing commercial & recreational boating infrastructure.

Lack of man-made attractions particularly for families on beach holidays.

Lack of product to attract all age groups. Lack of positive attitudes within & towards tourism.

Low population & rateable base. Time & distance from major markets. Transport. Seasonality. Size of the region with negative publicity. Lack of regional identity – brand. No marketing ‘noise’ in the market place. Failure to market the region’s fresh produce.

Professional service, eg food service. Internal communications. Infrastructure – public & private. Public & private investment in coordinated tourism development & marketing including rate structure.

OPPPORTUNTIES THREATS Seafood – including fishing fleet. Emerging food & wine. Good new infrastructure. One region. World heritage site. Snowy River linkages with other shires. Development of touring including SMCD, GAR & the Bogong High Plans Road.

‘Clean Green’. Diversity – “bring more than one hat”. Longer stays. Linkages/partnerships with other shires. Partnerships – DSE, Parks etc. Marketing. Funding – differential rate. Education – business development. Cohesive industry. Branding.

Algal blooms. Fish stock. Failure to implement plan.

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4.7.1 Analysis linked to strategic directions

Strengths. The region’s outstanding strengths in quality water and land based natural attributes provides the essential competitive difference from other regions in Victoria and south east NSW. It underpins the strategy and provides the basis for regional branding based around the concept of ‘accessible nature’. The two principal road corridors of the Princes Highway and Great Alpine Road, plus the Monaro Highway linking the region to Canberra, provide access to the region as well as touring experiences.

Weaknesses. The downside of extensive forest assets across the Shire is the concentration of tourism in coastal settlements and a relatively small population and rateable base. The Shire’s distance and travel time from the main domestic visitor markets is another impediment to tourism growth. The changes in tourism structures and tourism marketing strategies over recent years have impacted negatively on the region’s marketing efforts and performance.

Opportunities. Not surprisingly, given the undoubted strengths of the region as a tourism destination, there was a raft of opportunities presented during the consultation phase. These have been grouped into the product development, infrastructure development, management and marketing sections of this report. Of particular note, given the number of public and private stakeholders involved in delivering tourism, is the crucial importance of developing partnerships and alliances and developing good internal communications to ensure the widest possible involvement and commitment to delivery of the plan.

Threats. Externalities that could seriously disrupt tourism include blue green algae blooms and a recurrence of large scale bushfires. Minimising the impact of these eventualities is reflected in the management recommendation for development of a crisis plan to mitigate the negative effects from natural disasters.

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CHAPTER 5. STRATEGY OVERVIEW

The strategy detailed in the second volume of this report (Part B: Strategies & Implementation Plans) contains some 85 strategies for implementation over the five year life of the plan, reflecting the opportunities identified through analysis contained in this section of the report (Part A).

The strategies are assembled around four pillars for sustainable growth: marketing and brand; infrastructure; product and industry development; and management.

1. Marketing and brand: In the short term (12 months), there is a concentration on refining the brand imagery based on the ‘accessible nature’ theme and on building an integrated marketing mix that engages all stakeholders. This marketing mix includes a comprehensive website by the end of 2006 and press advertising to increase the region’s presence in regional markets and in Canberra.

There is further expansion of the marketing mix over the medium term (2-3 years) such as PR activities, targeted media advertising into lifestyle magazines focusing on ‘comfortable nature’, and development of events and conferencing marketing.

Longer term (4-5 years) marketing includes building the Lakes to Mallacoota and Snowy River Adventure Drive experiences aligned with new infrastructure developments.

2. Infrastructure: Development is based around an integrated hub and spoke approach to prioritising and developing tourism related infrastructure, with the hub being the Gippsland Lakes including Bairnsdale and the spokes being:

o The Princes Highway, reflecting the marketing commitment to Sydney – Melbourne touring

o The Great Alpine Road

o The Snowy River Valley.

In the short term the focus is on activating the priorities as outlined and as bundled investment support opportunities, for example, showcasing the impact of restored water flows to the Snowy River. Emphasis is given to aligning strategies with national, state, and regional land plans.

The medium term sees continued infrastructure roll-out with a review of priorities, including new opportunities, at the end of year three.

Longer term there is an expectation for continuing infrastructure development based on the hub and spokes strategy approach.

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3. Product and industry development: The focus for product development strategies highlights touring itineraries that disperse visitors across and around the region, the packaging of products for consumer convenience and increased distribution and development of existing and potential areas of market strength such as seafood, wildlife viewing, conventions/meetings and events.

In the short term the strategies include building on the region’s competitive seafood experience and the Great Alpine Road product experience linked to the recently announced Omeo resource support.

Over the medium term the recommendations include facilitating identified Gippsland Lakes product developments, Lakes destinations plans and icon walks product and motor bike and all wheel drive product. A major three year review of product development priorities is recommended for 2008/09.

Subject to the review, longer term activities see continuing development aligned with the core hub and spoke opportunities including wildlife viewing.

Industry development activities focus of increasing greater cohesion and unity of purpose through strong industry commitment to the Plan and participation in development seminars; accreditation and professional development programs, business awards and involvement in cooperative marketing activities. Industry’s deep commitment to the Plan and ongoing involvement in the implementation process is a crucial ingredient to the Plan’s success.

4. Management: The imperative in the short term is to get implementation happening through Council’s commitment to support external marketing and using the special rate to increase investment in Plan strategies. Managing the coordination and communication roles to ensure momentum grows across both industry and government sectors is also an important short term strategy. A final short term strategy is to continue strengthening the industry structural foundations of tourism through the regional and local BTA’s taking on more responsibility.

Over the medium term the strategy is for EGRBTA to take increasing responsibly for marketing implementation. The strategy is also to increase investment in Plan strategies through strengthening relationships with government funding agencies, private investors and stakeholder investment in the cooperative prospectus. A review of the Visitor Information Centre Network is recommended along with a move to simplify the tourism structure – possibly folding the TAB into EGRBTA. A major review of the Plan is recommended at this point.

Long term strategies maintain the focus on the need to productively manage this Plan (with corresponding resources) as momentum continues to build.

Submission no.64



ATTACHMENT 1: SUMMARIES OF RELEVANT REPORTS & STUDIES

State level strategies

Concept Proposals for Tourism Development in Victoria 2005. Tourism Victoria.

SYNOPSIS &/OR KEY FINDINGS COMMENT This document outlines development

opportunities and criteria for assessment of feasibility

The key findings for East Gippsland were: Mallacoota Destination, Tourism Precinct – Substantial upgrading of the camp reserve and boating infrastructure close to Mallacoota, a blue water access centre at Mallacoota (subject to an EES) and nature based accommodation. A set of projects that would create a quality destination for Victorian and interstate visitors aTVictoria’s eastern gateway. Gippsland Lakes Boating Infrastructure – Upgrading boating facilities at selected locations on Victoria’s largest inland waterway. Key initiatives could include the redevelopment of the Port of Sale and safe havens and tie-up points with appropriate supporting infrastructure and services.

Other concepts worthy of feasibility testing include: Croajingolong eco-cabins Gippsland Heritage Ports

Report notes these proposals have the potential to generate 0.2 million visitors annually.

The document provides excellent weight to assist select development of East Gippsland infrastructure.

Mallacoota ‘set of projects’ will need testing and bottom up integration through local community & DSE & Council processes.

Moving Forward: Making Provincial Victoria the Best Place to Live, Work and Invest. Department of Innovation, Industry & Regional Development, Victoria. November 2005.

SYNOPSIS &/OR KEY FINDINGS COMMENT Moving Forward outlines $502m for programs

to: Stimulate economic activity in provincial Victoria attracting people, jobs & investment Deliver infrastructure, skills & industry To support small towns and local government

PROVINCIAL VICTORIA GROWTH FUND: $100m fund to market & promote provincial Victoria, attract new business, industry & investment; tackle skills shortages & manage & plan for growth & change including coastal growth impacts & possibly tourism planning.

$11m over 4 years for:

OPPORTUNITIES: Moving Forward will provide opportunities to address issues identified in this Tourism Plan including infrastructure, skills, marketing and service provision.

Applications to Fund commence April

2006. ACTION: source funding guidelines; potentially very important funding source for East Gippsland in areas such as – walk & bike trails, port

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SYNOPSIS &/OR KEY FINDINGS COMMENT Interstate tourism marketing raising awareness of unique provincial experiences Product development including food & wine, nature based tourism & state wide signage Tourism leadership. $1.7m over 4 years to facilitate development of quality eco tourism experiences. $3.2m over 4 years to develop recreational fishing. $600K program to support export growth in areas including food & wine, furniture & eco tourism.

REGIONAL INFRASTUCTURE

DEVELOPMENT FUND (RIDF): $200m to support major infrastructure including Small Towns Development Fund, Arts & Cultural facilities, & $30m for local ports including Snowy River, Mallacoota & Gippsland Lakes. $31.5m specifically to keep Port of Lakes Entrance open. Apparent historic gap in RIDF support to date for East Gippsland (see P 22).

MAKE IT HAPPEN IN PROVINCIAL VICTORIA: $12m to showcase successful regional businesses & benefits of regional investment; also program to sponsor key regional events & continue Provincial Economic Partnerships (PEP) for Councils economic promotion & marketing & to upgrade Eco Dev staff skills.

SMALL TOWNS DEVELOPMENT FUND:

$33.6m over 5 years. 2:1 State to local, $250K gap per project. $8m over 4 years for Provincial Pathways projects including walking tracks, heritage precincts & innovative water projects. $25K per project via Community Enterprises in Small Communities.

GROWING REGIONAL ARTS: including

support to Councils to promote to the film & television production industry.

COMMUNITY REGIONAL INDUSTRY SKILLS

PROGRAM: $5m from the Growth Fund including support for business development skills including promotion & marketing.

PROVINCIAL LEADERS PROGRAM: $2m

from Growth fund to develop leadership; particularly young leaders.

STRATEGIC INDUSTRY ROAD PLANS:

VicRoads are investigating industry related

infrastructure, economic tourism infrastructure, fishing & related infrastructure, road upgrades, development & promotion, tourism planning, industry leadership & business skills development, branding & destination marketing.

RIDF provides potential support in

important areas of need in East Gippsland including small towns, local ports & arts/culture facilities. Comparative lack of funding to date provides leverage opportunity.

MAKE IT HAPPEN IN PROVINCIAL

VICTORIA: opportunity to showcase tourism businesses, obtain funding for regional events; leverage tourism promotion $ through PEP & further up skill Eco Dev & Tourism staff.

SMALL TOWNS DEVELOPMENT

FUND: excellent potential for funding for icon walks project as part of GreaTVictorian Coastal Walk ex Mallacoota; other trails & heritage in towns such as Benambra. Community Enterprises program may support small town VIC provision.

GROWING REGIONAL ARTS: explore opportunity to develop promotional campaign targeting film & TV industry.

COMMUNITY REGIONAL INDUSTRY

SKILLS PROGRAM: opportunity to fund identified tourism business skills gaps.

PROVINCIAL LEADERS PROGRAM:

opportunity to support development tourism industry leadership.

STRATEGIC INDUSTRY ROAD

PLANS: important opportunity to

Submission no.64



SYNOPSIS &/OR KEY FINDINGS COMMENT road needs including tourism industry & will feed into future funding priorities. Gippsland the current test case for state-wide study.

highlight road infrastructure issues particularly from Eden, Monaro & NE Vic to support future case for investment.

Victoria’s Strategic Tourism Industry Plan 2002 – 2006. Tourism Victoria. 2002.

SYNOPSIS &/OR KEY FINDINGS COMMENT Plan has a strong regional focus which

aligns well with the intent of this Plan. Key strategies relating to touring are: increased destination focus including level 1 destinations, the villages program, development and implementation of a touring strategy and associated development and marketi

Regional Victoria is seen as most attractive for the drive interstate TFL over 50’s & SA, VA markets touring, villages, heritage, & natural attractions. The key Victorian consumer benefit is seen as compact diversity with key strengths being food and wine, arts and cultural heritage and the drawing power of mainly Melbourne events delivering state wide benefit. Touring provides the means to link competitive destinations & strengths. Great Alpine Road recognised as a lead drive.

The international market focus of the plan relating to East Gippsland relate to touring via the SMCD.

Primary strengths of the East Gippsland area are seen as: National Parks & natural features, ‘passive outdoor activity’, boating/sailing & fishing; secondary strengths are identified as wilderness walking, 4WD & wildlife. Emerging strengths are 2WD touring.

The Plan indicates the importance of East Gippsland aligning with the wider planning and marketing of DGI.

OPPORTUNITY: The anticipated ongoing focus on marketing of lead destinations and experiences provides rational for this plan to give weight to Gippsland Lakes and the national parks and nature product & experiences of the region – to achieve maximum alignment and marketing support with Tourism Vic Marketing.

ISSUE: Funding support for the SMCD & Great Alpine Road has not been proportional to that given to other flagship routes identified in the Plan.

OPPORTUNITY: The SMCD & Great Alpine Road are seen as very important to regional Vic strategy. This presents an opportunity leading into development of the 2007 Victorian Strategy & some programs in Moving Forward.

OPPPORTUNITY: The case for increased funding for East Gippsland National Parks tourism promotion & development may strengthen through the recognised East Gippsland strength in nature tourism and the tourism priorities in Moving Forward that focus on investment in infrastructure and eco and nature tourism.

Victoria’s Spa and Wellness Tourism Action Plan. Tourism Victoria. SYNOPSIS &/OR KEY FINDINGS COMMENT

The recently released Plan refers to: Investment opportunities: Victoria's geothermal water & mineral springs reserves and states: “Tourism Victoria is producing guidelines for the development of tourism opportunities aTVictoria's geothermal and mineral springs reserves. These guidelines will be a valuable tool for the attraction of greater investment in geothermal and mineral spring attractions to grow the spa and wellness segment in

OPPORTUNITY: given the identification on Metung thermal pools as a long standing development opportunity & the excellent correlation between the Metung and wider Paynesville/Lakes Entrance as a lifestyle investment destination appealing to the higher end market –development of the natural springs would be particularly opportune.

Tourism Victoria’s push to be the lead

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SYNOPSIS &/OR KEY FINDINGS COMMENT Victoria. In particular, the guidelines will consider the location and status of geothermal water and mineral springs, specific planning and design issues and include detailed benchmark case studies. The assistance that these guidelines will provide to potential investor groups and relevant government agencies will encourage the development of this product from concept to reality.

destination for spas and wellness provides extra momentum for such development.

Regional level strategies

Gippsland Regional Tourism Development Plan, Gippsland 2004 – 2007 including 2005 Update: Tourism Victoria.

SYNOPSIS &/OR KEY FINDINGS COMMENT The goal of the Plan is that by 2007

awareness of Gippsland & its destinations & attractions will have increased - that it will be recognised for its nature based product, including complementary experiences such as adventure, fishing & touring. Furthermore that there will be a cohesive & cooperative region wide tourism structure.

The Plan identifies a range of issues & opportunities particularly focused on the nature tourism related strengths of the region – in particular East Gippsland.

The key factors identified impacting on infrastructure planning & investment most specific to Gippsland include:

Crown Land & waterways account for a large part of the Gippsland region & its nature based attractions.

East Gippsland has a comparatively small rate payer base for its size & hence many public land works are beyond the reach of Council.

Forestry industry reform has had a major impact & local communities see tourism as a major opportunity.

Nature tourism & recreational boating are seen in the Plan to be key product strengths & of particular relevance to East Gippsland. Both ‘product’ areas have the capacity to stimulate significant tourism growth given appropriate development of support infrastructure as identified in the Plan.

ISSUES Nature based tourism: need range &

quality of accommodation adjacent to Croajingolong National Park.

Need tour services in park interpretation & walking trails.

Blue green algae outbreaks a serious issue for Lakes image, visitation & investment.

Fishing segment; currently low yielding & related lack of infrastructure including fishing charter companies to capture market.

Food & wine segment: below State average participation in food & wine activities (43% cf 48%). Farm gate & seafood produce potential strengths but accessibility an issue. Gippsland lacks scale of quality wineries & lack of signature grape. Structure of food & wine industry & associated communication relatively undeveloped.

Touring: need further infrastructure development along SMCD including accommodation. Industry education needed re co-op marketing linked to SMCD. Signage away from main highways needs improving. Seasonal issues with GAR: winter snow impediment & summer on mountain accommodation & service closures (see also Alpine Resorts Strategy).

Backpackers: lack of accommodation associated with Croajingolong National Park, poor transport linkages & lack of regional marketing to this sector.

OPPPORTUNTIES Nature tourism & related fishing/

boating – development of icon walk(s) including part of Victorian Coastal Walk

Submission no.64



SYNOPSIS &/OR KEY FINDINGS COMMENT – (highlighted in 2005 update) (see also Moving Forward).

Development of sensitive freehold tourism accommodation & associated services at Mallacoota (quality nature based accomdn & upgrade of camp reserve including infrastructure, accomdn & boating facilities), Bemm River, Tamboon Inlet & adjacent to Cape Conran Coastal Park.

Infrastructure for Victoria’s year round boating destination (a TVic state wide development priority & highlighted in 2005 Update), including provision of boat tie-ups, waste pump out facilities, refuelling, supplies, associated commercial facilities such a cafés (identified East Gippsland sites are Hollands Landing, Wattle Point & on upper reaches of Nicholson & Tambo Rivers & Kalimna Point. Blue water access to Mallacoota is also seen a key opportunity.)

Food & wine – focus on local farm gate, agriculture; seafood, produce & use in regional restaurants & identification & promotion of quality restaurants. Strengthen (East) Gippsland food/wine network. (Regional produce highlighted in 205 Update)

Touring – marketing SMCD as a domestic opportunity. Development of infrastructure along SMCD & increased industry co-op international marketing.

Backpacker market: opportunity to marketing of East Gippsland linked to infrastructure developments.

Other identified opportunities: » Development of events » Development of state wide VIC

booking system (highlighted in 2005 update)

» Improved visitor access & seal viewing platform – Wingham Point

» Farm stay accommodation » Geothermal springs including public

boathouse at Metung & Paynesville » Further rail trail developments » Presentation & enhancement of

heritage towns.

Submission no.64



Alpine Reports Tourism Business Plan 2003 – 2006. SYNOPSIS &/OR KEY FINDINGS COMMENT

Recognises Victorian ski fields as a level 1 destination. Objectives include: » Developing year round ski region

opportunities & awareness » Increasing awareness of the Board of

Alpine Resort Tourism. » Strengthening links through BART &

Legends Wine & High Country Regional Tourism is noted strategy.

ISSUE For East Gippsland there is a planning

and strategy disconnect with the Victorian ski fields.

OPPORTUNTIY Given the Tourism Victoria support for

GAR & the objective of year round ski field activity there is an argument for increased State funding support for GAR promotion & development via TVic or Moving Forward.

A Strategy for the Gippsland Food & Wine Group. Prepared for the Gippsland Food & Wine Group by Urban Enterprises Pty Ltd. October 2003.

SYNOPSIS &/OR KEY FINDINGS COMMENT Strategy recognises that food & wine is an

emerging tourism ‘product’. There is limited cooperative marketing and some of the key produce such cheese and abalone is not available directly to the visitor. The Strategy notes East Gippsland attracts a different visitor profile to W & S Gippsland. The key recommended actions including:

Establish a regional food & wine group & members package Establish a data base Seek project management funding to implement strategy Develop collateral including F/W brochure & seasonal produce diary Develop web site & promotional activities data base including photos, story lines etc

ISSUES Provides insights into issues affecting

this sector in East Gippsland including lack of consumer access to product in East Gippsland – particularly sea food including abalone.

Wine industry relatively dispersed and lacking consumer awareness and recognition

OPPORTUNITIES Support a Gippsland wide development

approach linked with DGI Focus this Plan on development &

marketing of East Gippsland food & wine products & experiences.

Development of East Gippsland food & wine action group may be an opportunity – feeding into larger Gippsland group

May be funding opportunities for development linked to Moving Forward

East Gippsland Planning & Development Strategy 1997– 2010. East Gippsland Shire Council. September 1997. Reprint No 2 January 2000.

SYNOPSIS &/OR KEY FINDINGS COMMENT An expansive Strategy document developed

over 21 months setting out a vision for East Gippsland; goals & objectives & regional & destination specific strategies/actions.

The vision for Gippsland is stated as: East Gippsland in 2010 will be recognised throughout Australia and beyond as a region combining outstanding environmental quality and a vibrant and expanding economy, whilst providing a

This document does not focus on the issues/impediments that were identified in the initial stages of the Strategy development. The following strategies have been identified of as most interest & or significance for the further development & implementation of this Tourism Plan. OPPORTUNTIES The strategy specifically highlights 11

Submission no.64



SYNOPSIS &/OR KEY FINDINGS COMMENT rewarding lifestyle, employment and education opportunities and community supports for both its residents & visitors

The economic goals related to tourism specifically highlight the promotion & development of tourism based on a strong image & recognition both domestically & overseas: underpinned by quality attractions, excellent service, community acceptance & underpinning infrastructure & services.

5 tourism objectives are outlined focusing on: Increased tourism & related economic benefits Year round appeal & visitation A strong & cohesive industry Wide recognition of the value of tourism & facilitation of tourism infrastructure investment.

The Strategy lists 48 tourism specific strategy/actions across the areas of marketing & branding, product development & visitor services, industry development including training, the environment & infrastructure.

tourism infrastructure projects namely: » Port of Bairnsdale » Paynesville town centre & pier » SS Gippsland Replica » Metung Hot Springs Resort » Bataluk Cultural Centre ( west of

Cann River) » Nature & Wilderness Lodge Circuit

(Cape Everard area) » Alpine wilderness lodge (Glen

Valley area) » Coastal Wilderness project (Wingan

Inlet area) » Eastern Gateway Visitor Info Centre

(Genoa) » Mallacoota Ocean Access Boat

ramp » Gondwanaland Voyage & Research

Centre (Lakes Entrance) The Development Guidelines (page

107) identify sites suitable for integrated resort development as: » Land on the west of North Arm,

north of Lakes Entrance » Bullock Island, Lakes Entrance » Storth Ryes, between Tambo Bluff

& Metung » Tamhaven, at Swan Reach » The area between Paynesville &

Eagle Point » Stingray Point at Mallacoota » Cultural tourism opportunities are

highlighted including: » Bataluk Cultural Trail Committee

initiatives » Oriental Claims at Omeo » An Arts Trail » Facilitate development of ‘cultural

precincts’ in appropriate towns & centres

» Develop a district matrix of European, Italian, Chinese & Koori sites & activities

» Enhance the visibility of mining & maritime aspects of East Gippsland’s past (note also timber & cattle history).

Submission no.64



Far East Gippsland Ecotourism Strategy for Parks Victoria & National Resources & Development. December 1997.

SYNOPSIS &/OR KEY FINDINGS COMMENT The purpose of the Strategy was to provide

direction & coordination of ecotourism development & activity in Far East Gippsland over the 1997 – 2001 period. The Strategy was developed over a 3 year period Implementation rested with PV & NRE for site management, natural resources & tourism services – Lakes & Wilderness Tourism for industry development & marketing. The strategy built on the 1988 Far East Gippsland Tourism Strategy (Dept Conservation, Forests & Lands)

The Strategy provides a SWOT analysis of Eco Tourism in Far East Gippsland (P 13) highlighting opportunities for development of a marketing image; business opportunities & packaging, accommodation & transport services.

42 specific strategies & associated actions are outlined under the categories of marketing & promotion, product development, infrastructure & service development, training & accreditation & coordination, monitoring & review.

The Strategy identifies from previous market research the region’s key attractions as: » Remote wilderness qualities » Natural scenic beauty » Rainforests & tall trees » Buchan Caves » Snowy River.

302 respondents from a survey through East Gippsland National Parks as part of the Strategy development identified the major influences on holiday choice were: » A bushland setting » Being close to a beach » Peace & quiet.

In response to what makes East Gippsland special the overwhelming responses in order were: » Beaches & ocean » Natural beauty, & scenery » Wilderness » Unspoilt, remoteness & wildlife.

The Strategy lists a number of key issues or weaknesses to development of eco tourism.

ISSUES: difficulty of access (no major airport, trains, buses – late night drop off from interstate bus), distance from major markets, road conditions, distances between visitation centres/isolation of small communities, lack of signature image – promotional difficulties, lack of cohesion & cooperation between the tourism industry, signposting, nature based tourism has not achieved its sustainable potential despite considerable planing & action

OPPORTUNTIES: the following strategies have been identified of as most interest & or significance for the further development & implementation of this Tourism Plan: » Development of signature regional

image linked to remoteness, natural beauty, diversity & geographic location

» Produce (facilitate) high quality outdoor map for nature users – walks etc

» Target Canberra as a major growth market

» Include access corridors from Sydney, Canberra & Melbourne in promotional materials including brochures

» Consider development of a nature based flagship event

» Develop & seek funding for a range of short & longer multi day walks

» Encourage development of wilderness retreats/lodge & camping outside Errinundra National Park & coastal parks – encourage youth Hostel style accommodation

» Encourage & support adventure/ nature commercial tour operators, eg sea kayaking – rafting

» Develop drives network » Improve destination signage from

Princes H’way to National Parks » (Facilitate) improved transport

connections » Develop Pont Hicks & Gabbo Is

Light Stations for eco tourism

Submission no.64



SYNOPSIS &/OR KEY FINDINGS COMMENT potential

» Expanded structured accommodation at Cape Conran

» Establish & seek funding for the Buchan Caves Interpretive Centre

» Seek funding for the Colquhoun State Forests & Forest Industries Interpretation Centre

» Support operator pick up of the National Eco Tourism Accreditation Scheme.

Far East Gippsland Tourism Strategy. Department Conservation, Forests & Lands, Victorian Tourism Commission, Ministry for Planning & Environment. November 1988.

SYNOPSIS &/OR KEY FINDINGS COMMENT The study focused in the assets of the current

Shire east of Lake Tyers. The Strategy was signed off by the State Ministers for Tourism, Conservation & Planning. The Strategy was developed in the context of regional economic change & the release of the State Government’s Timber Industry Strategy. It flagged the reduction in timber industry employment & increased areas designated as National Parks. At the State level in tourism the ‘Tourism Strategy, Victoria. The Best is within your Reach’ identified seven tourism zones for focusing Victorian tourism development & the Gippsland Lakes was designated one of the seven zones. It was said to have ‘the drawing power to attract tourists & thus benefit the region as a whole’.

The Far East Gippsland Tourism Strategy identified five major tourism development strengths on which it recommended tourism development should be based: » Mallacoota & the surrounding Croajingolong

National Park » Marlo/Cape Conran area » Buchan Caves & the Upper Snowy River » Recreational fishing » Errinundra Plateau & the tall forest country

Strategies here focused on the following areas along with priority areas of focus:

Promotion » Targeting Latrobe Valley, Canberra &

Melbourne » Develop distinctive regional images for Far

East Gippsland » Packaging, editorial, off peak product

development. Training & Education

An insightful document limited for the purposes of this study only b y its scope that excluded the Gippsland Lakes & Great Alpine Road. A range of the strategies have been implemented particularly in signage & planning while other strategies continue to be identified opportunities such as public transport, air services & promotions.

The inclusion of Errinundra Plateau & Tall Forests as one of the five tourism strengths is now not appropriate as analysis for this Strategy indicates the areas suffers significant comparative disadvantage in terms of access/time, limited stand out (accessible) attractions for mainstream markets & limited support infrastructure.

Submission no.64



SYNOPSIS &/OR KEY FINDINGS COMMENT Information & interpretation » Maps, brochures, distribution, » Strategically located VIC’s with Bairnsdale

the hub » Maintain (PV) ‘holiday programs’. Access » Improve public transport Buchan, Marlo &

Mallacoota » Air services Marlo or Mallacoota » Allow interstate bus pick up & set down with

state of origin. Signage » Many locations designated for tourism

signage » Tourism route signage including range of

support information such as drive times, road standard etc.

Visitor facilities & services » Range of Park infrastructure upgraded

including toilets, camp areas etc. Accommodation » Encourage development including for family

market » Environmentally sympathetic development. Planning » Land managers to consider tourism in

planning processes » Statutory planning schemes to make

provision for tourism strategies » Sites for significant development be

protected in relevant planning scheme » Concentrate tourism in urban areas » Develop townscape – urban design

strategies. The Strategy also provides a range of

recommended strategies for the five specific areas of tourism strength – Mallacoota etc.

East Gippsland’s Touring Routes and Tourism Drives. Bracher PR & Marketing for East Gippsland Shire Council & Lakes & Wilderness Tourism Association Incorporated. September 2001.

SYNOPSIS &/OR KEY FINDINGS COMMENT The Report provides good insights into the

needs & preferences of the touring marketing in East Gippsland based on approx 200 visitor surveys gathered in region between April – June 2001.

Key findings include: » Victorian’s most likely on 3 -5 day holidays » interstate & overseas visitors on 2 week

holidays

ISSUES Highlights limitations of ‘tourist drives’

with majority of touring market preferring a greater sense of self discovery.

Accommodation operators place more value on tourism drives than do the touring market segments which has created un realistic expectations as to

Submission no.64



SYNOPSIS &/OR KEY FINDINGS COMMENT » Lakes Entrance was the dominant/most

desired East Gippsland accommodation destination for tourers.

» Lakes & boating activity, closely followed by beaches, then forests & caves were the nominated things people most wanted to experience in East Gippsland.

» In-region itinerary decision making & information gathering was very important.

» 1/3 indicated they would venture off the highway to explore coastal areas & 1/3 to explore a combination of inland & coastal areas.

Only 12% of respondents preferred to use formalised touring routes & drives – 60% preferred to do their own exploring & 27% a combination of formalised routes & their own exploring.

Approximately 1/3 expressed reluctance or refused to take their car on un-sealed roads.

Almost all travellers preferred a combination of road signage & a brochure to guide them & roadside information/interpretation was also sought by almost all of those surveyed.

Key analysis by non day tripper categories: » Traditional longer stay mono destination

holiday makers who undertake short drives » Transient visitors – approximately 25% of

the surveyed touring market – time poor & limited capacity to ‘arrest’ travel journey

» Short duration visitors – 3 – 5 days. Good growth opportunity through effective in-region touring promotion & associated infrastructure

» Average short break stay 3.8 days – most don’t want to tour but 2 hours or less touring sought by 1/4

» Adventure seekers: Snowy Country Drive noted for lack of en route infrastructure & interpretation. Suggests more promotion of Bairnsdale – Dargo – Mt Hotham – GAR – Bairnsdale.

the value of tourist drives. Lack of quality en route interpretation at

sites of interest & at strategically located highway information bays/rest stops is inhibiting capacity to ‘arrest’ touring traffic.

Role of operators in providing touring recommendations to touring & mono stay markets is undervalued.

Quality drives for adventure seekers market but lack of en route infrastructure & very limited awareness of opportunities.

OPPORTUNTIES For the most significant longer stay

mono destination coastal holiday makers focus development ex major hubs on limited suite of quality drives with en route interpretation; informative brochures/maps & strong VIC – operator knowledge & promotion including a touring product manual for industry & a media variation.

Further develop & promote accessible natural attractions en route particularly including short walks & lookouts.

Transient travellers: continue to upgrade information including interpretation & maps at key highway rest tops. Provide km distances for short loop/spoke tourism drives off highway.

Short breaks market: provide short tour maps through VIC & accommodation outlets (up to 2 hours drive) – noting importance of weather influencing itinerary choice.

Promote the GAR as an icon drive ex Melbourne in its entirety including through DGI & North EasTVictoria Tourism.

Ongoing support for SMCD including development of domestic market through Tri-State Touring project.

Adventure seekers – Install driving conditions, distance & time indicators entry points to Snowy Country Drive (north of Buchan & Orbost) including road conditions telephone service. Develop en route interpretation. Develop quality/informative information for longer adventure drives noting niche 4WD market status. Actively push for development of wider ‘Man from Snowy River Drive’.

Submission no.64



SYNOPSIS &/OR KEY FINDINGS COMMENT Web information distribution &

‘previous night’ accommodation points – particularly Sapphire Coast important for touring collateral for shorter drives.

Gippsland Boating Coastal Action Plan. Vantree Pty Ltd. 2002. Prepared for the Gippsland Coastal Board.

SYNOPSIS &/OR KEY FINDINGS COMMENT The Plan provides a long term development

framework for recreational boating facilities in Gippsland. The Plan sits under the Victorian Gippsland Coastal Strategy & the State government’s commitment to ecologically sustainable development.

The economic significance of boating is highlighted in Attachment 1 of the Plan including data from the Victorian Recreational Boating Strategy 2002 – 2010 (State Boating Council 2001). Direct & indirect economic value of the Victorian boating industry is est. at $934m annually & total value of recreational boating to the Victorian economy is valued at $1.37b annually.

Gippsland is the primary boating destination for 17% of boaters in Victoria & this is expected to grow to 20% by 2010 given boating infrastructure is developed as per the plan.

East Gippsland Shire has 75% of the recreational boating infrastructure in Gippsland.

The Plan lists recommended improvements to boating facilities by location with 18 locations recommended for facilities improvement within East Gippsland Shire. Typical improvements listed are ‘provide public toilets, car parks & boat ramps’.

The two sites with most focus for development are Paynesville (the largest centre for recreational boating outside Port Philip & Western Port Bays) with 8 recommended improvements and Mallacoota with 12 recommended improvements.

Implementation of the recommended developments is projected by the Boating Council to result in over 6,000 more boating registrations by 2010 & a 30% growth in Gippsland as the preferred boating destination in Victoria.

ISSUE: recreational boating infrastructure is a significant impediment to the growth potential of recreational boasting in East Gippsland

ISSUE: what is the current (2006) status of implementation of the recommended 50 infrastructure improvements recommended within the Shire (Newlands Arm to Mallacoota)?

OPPPORTUNITY: implementation of the recommended infrastructure development improvements in the Gippsland Boating Coastal Action Plan will have a significant economic impact on the East Gippsland economy and tourism.

OPPORTUNITY: The Gippsland Coastal Board will be undertaking a Gippsland Coastal Boating Capacity Study in conjunction with other agencies. This will highlight areas for further expansion as well as defining limits so that development is sustainable.

Submission no.64



Gippsland Tourism Infrastructure Audit. USE Consultants Pty Ltd. October 1996. Prepared for Gippsland Development Ltd, Tourism Victoria & Federal Department of Transport & Regional Development.

SYNOPSIS &/OR KEY FINDINGS COMMENT The Audit provided detailed analysis of

tourism related infrastructure across Gippsland.

Infrastructure was defined as developed attractions; natural attractions; accessibility (including roads & public transport) & linkages (density, proximity & relationship between attractions). The analysis of infrastructure requirements was based on: » An inventory of existing infrastructure » An assessment of existing & future demand

& market segmentation » An identification of existing product gaps.

14 priority infrastructure projects were identified with 8 ½ being within the East Gippsland Shire

The identified East Gippsland infrastructure projects were: » Port of Bairnsdale (S side of Mitchell River

bridge & including SS Gippsland replica) – cost $2m.

» Paynesville Town Centre & Pier – cost $2m.

» SS Gippsland Replica, alternating b/w Lakes Entrance, Pots of Sales & Bairnsdale – cost $4m.

» Metung Hot Springs & associated health resort – cost $1.5m.

» Bataluk Cultural Trail – a themed trail linking indigenous product between Sale & Cann River (12 sites identified) – cost N/A

» Nature & Wilderness Lodge Circuit with signage program. A multifaceted project including development of a range of wilderness lodges in coastal & mountain regions linked by a range of assoc touring & assoc walking trail options (3 tiers) with support signage – potential accomdn sites discussed for (3+ star) Mallacoota, Marlo, Benn River, Orbost, Cann River, Buchan & Omeo & 2+ star accomdn for McKillops Bridge & W boundary of Coopracambra NP – cost $0.5m.

» Alpine Wilderness Project including walk & lodge developments. Buchan, Cann River & Omeo accomdn locations considered for 3+ star accomdn & 2+ star accomdn considered for Buchan, Omeo, McKillops Bridge, Bonang, & western boundary of Coopracambra NP – cost $4m.

» Coastal Wilderness Project including walk & lodge developments. Marlo, Bemm River

ISSUE: need to audit progress of proposed developments & reassess level of support for identified East Gippsland projects.

ISSUE: lack of development in natural areas particularly relating to coastal and mountains nature related product including accommodation and support infrastructure including walks despite clear identification of need: suggests lack of investment interest linked to limited visitor demand.

OPPORTUNITY: Gippsland Tourism Infrastructure Audit of 1996 highlights need and opportunity for development of nature related accommodation and walks and drives to support the coastal and mountains nature experience.

OPPORTUNTIY: reassess level of support for identified East Gippsland projects including Port of Bairnsdale, Status of Paynesville Town Centre & Pier Re-development, Metung Hot Springs, Bataluk Cultural Centre Trail; Nature based accommodation & related walks & the Eastern Gateway Visitor Centre – Genoa.

Submission no.64



SYNOPSIS &/OR KEY FINDINGS COMMENT & Mallacoota key trail points with associated 2 & 3+ star wilderness lodge accomdn – cost $4m.

» Eastern Gateway Visitor Exchange & Information Centre. Genoa – cost $0.5m.

Market Analysis for Lakes & Wilderness Tourism Board. Yann Campbell Hoare Wheeler. 1994. Quoted from Gippsland Tourism Infrastructure Audit. USE Consultants Pty Ltd. October 1996.

SYNOPSIS &/OR KEY FINDINGS COMMENT Focus group research was used with groups

based on key marker segments & socio-economic groups as identified by Tourism Victoria.

The key findings were: » The market does not possess a clear

understanding of the region’s location » Only 30% correctly identified the correct

travelling time from Melbourne to the region » One in two Victorians stated they knew

very little about Lakes & Wilderness region.

ISSUE: while the Market Analysis for Lakes & Wilderness Tourism Board by Yann Campbell Hoare Wheeler 1994 is dated the findings are significant & one may suppose that the results indicating an unclear regional image would not be very different today.

Lakes & Wilderness Regional Tourism Development Plan. Urban Spatial & Economic Consultants Pty Ltd. September 1997.

SYNOPSIS &/OR KEY FINDINGS COMMENT Complements Tourism Victoria’s 1997 – 2001

Business Plan. 5 Year Framework Stated vision – by 2001 the Lakes &

Wilderness region will be a nationally & internationally recognised nature based destination, offering quality natural attractions, adventure activities & world class touring routes…..

Key issues identified: lack of branding, infrastructure, yield, seasonality, distance from major cities, product development, operator & community education

The identified challenge: » Capitalise on the regions competitive

advantage – natural attractions » Focus on developing high yield product

such as adventure activities & touring product along the GAR & SMCD and emerging strengths such as arts & crafts

» Develop co-op partnerships with NE Vic Tourism, (DGI) & Southern NSW

» Differentiate product by positioning key links between the hinterland & the coast

» Secure a balance between maintaining Conventional Family Life & Traditional

The Plan is generally still very relevant and useful for setting direction and specific strategies for East Gippsland tourism.

ISSUE: the vision in the 1997 – 2001 Plan is overly ambitious – international recognition for the SMCD would be more appropriate as would the directing of inbound strategies via SMCD

ISSUE: the key issues identified in the 1997 – 2001 Plan still remain today – ie lack of branding, infrastructure, yield, seasonality, distance from major cities, product development, operator & community education

ISSUE THE 1997 – 2001 Plan misses the hub of the 2006 challenge for the region: while natural attractions are competitive and development of high yielding product for adventure (particularly boating related) activities and touring product along the SMCD & GAR will continue to be key drivers for building growth – the other core challenge is to capitalise on the major Lakes ‘lifestyle’ related investment (quality apartments, leisure boating,

Submission no.64



SYNOPSIS &/OR KEY FINDINGS COMMENT Family Life markets & attracting higher yield markets of Socially Aware & Visible Achievement to the region

» Develop & position the region as an internationally recognised nature-based holiday destination, through product development, packaging & promotion

waterside dining & relaxing etc) and to integrate this into the tourism marketing and branding mix.

ISSUE: the 1997 – 2001 Plans marketing direction to position the L&W region as the premier long stay holiday destination in Victoria & as an accessible, international standard, nature based destination ignores the major scale of short breaks relative to longer holidays; the benefits of the SE Melbourne growth corridor for East Gippsland & the improving drive time into the western part of the Shire

OPPORTUNITY: The 1997 – 2001 Plan highlights the national competitiveness of the regions natural attractions. Development of high yielding product for adventure (particularly boating related) activities and touring product along the SMCD & GAR should continue to be a key focus for building growth.

OPPORTUNTIY: capitalise on the major Lakes ‘lifestyle’ related investment in lead destinations: Lakes Entrance, Metung & Paynesville (quality apartments, leisure boating, waterside dining & relaxing etc) and to integrate this into the tourism marketing and branding mix.

OPPORTUNITY: While not ignoring the regions strength as a long stay destination capitalise on the sustainable short breaks trend linked to improved road journey times from Melbourne & the fast growing SE Melbourne growth corridor to promote East Gippsland short breaks

Great Alpine Road Infrastructure Strategy. Planning for People. November 2003. Prepared for Great Alpine Road Marketing Inc.

SYNOPSIS &/OR KEY FINDINGS COMMENT The Great Alpine Road Marketing

Incorporated is a regional committee charged with the development & marketing of the Great Alpine Road (GAR) as one of Victoria’s great touring routes.

The committee identified the need to survey the existing infrastructure on the GAR & develop a strategy for investment.

The report provides a comprehensive infrastructure development strategy for GAR &

The Strategy identified a number of still current ISSUES in relation to the overall visitor experience: » The siting of the signs &

infrastructure at each of the 13 GAR locations is inconsistent &, in a number of cases, has the potential to detract from the quality of the visitor experience.

» The quality of the alpine drive could

Submission no.64



SYNOPSIS &/OR KEY FINDINGS COMMENT associated touring loops & identifies opportunities for investment & improvement.

GAR is complemented by six touring loops that link with it. Three of these are in the East Gippsland Shire: » The Great Alpine Discovery Drive (extends

into Alpine Shire) 126km Omeo – Falls Creek – Mt Beauty – Germantown.

» Wine & Gold Drive 27km Swifts Creek – Cassilis – Omeo.

» Gippsland Lakes Drive 88km Bairnsdale – Paynesville. Bairnsdale – Lakes via Metung – Nowa Nowa – Bruthen.

There is a clear need for close cooperation in the marketing of tourism opportunities & product with other product regions. » Prepare submission to have formal

relationship established between NSW & Victoria for the linking, marking & marketing of the KAW & the GAR across the Australian Alps.

be considerably enhanced on the GAR to capitalise on & complement the natural attractions.

» The range & quality of recreational opportunities & facilities that exists along the GAR do not generally match the standard that might be expected for a world class touring route.

» Driving conditions on the GAR vary, particularly between winter & non-winter. The need to carry chains, knowledge about carrying & fitting chains, & fear of driving in an alpine environment may all adversely affect the visitor’s experience if inadequate information is available to dispel these fears.

» The exclusion of rental cars from unsealed & winter roads is an issue for the international market.

The challenge now (2006) for GAR is to build marketing momentum & get information packages & PR out regularly into the Melbourne & interstate market place. A one week drive package ex Melbourne is a specific opportunity as is leverage off the Tri-State Strategy initiative.

Wellington Shire Council Tourism Strategy Plan 2002 – 2005. SYNOPSIS &/OR KEY FINDINGS COMMENT

The Plan points to limited opportunities for cooperative endeavour with East Gippsland – most would come via DGI cooperation.

Key visitor groups to the Shire are listed as: Shoppers to Sale CBD (300,000 pa), through travellers; holiday makers to Ninety Mile Beach & Lake Victoria; day trippers to Tarra Bulga NP, High Country visitors, business travellers to Sale & visitors to major events.

2001/02 Council expenditures: total $34.6m – Eco Dev: $0.68m – tourism: $0.23m including VIC’s & major events.

Key target markets are identified as: touring (mainly TFL from Melbourne & Sydney & international self drive); family beach/lake holidays (mainly CFL, Short SB (short break?) & VA segments); adventure holidays (mainly backpackers & YO from Melbourne) & events.

The plan highlights Wellington Shires situation as a ‘travelling though’ area. Visitor origin data from Sale VIC since 1998 indicates: » 33% Melbourne residents

ISSUE: as a neighbouring region Wellington does not pull significant numbers of leisure visitors into the eastern Gippsland region from which East Gippsland Shire can seek to tap into or market to.

ISSUE: what is the status of Cultural Gippsland and related tourism? Promotions?

OPPORTUNITY: develop consistent visitor survey instrument with Wellington Shire

OPPORTUNITY: link with Wellington to seek & conduct journalist familiarisations focusing on SMCD, GAR, Alpine heritage (eg mountain townships of Dargo, Benambra etc) & Gippsland Lakes familiarisations

OPPORTUNTIY: capitalise on 300,000 people through Sale CBD shopping hub to communicate to them the benefits of East Gippsland attractions & events.

Submission no.64



SYNOPSIS &/OR KEY FINDINGS COMMENT » 27% Victorian country residents » 14% NSW (principally coastal route) » 13% international (1/3 German) » 4% QLD » 3% SA.

Local level strategies

Buchan Caves Reserve Draft Business Plan. Parks Victoria. August 2000. SYNOPSIS &/OR KEY FINDINGS COMMENT

Draft Plan provides vision, goals & objectives; background & market analysis including SWOT. User survey found most visitors were from Melbourne with Canberra, country NSW & international also noted. Most visitors to the area sought natural features, unspoilt nature & nature based activities. SMCD, GAR, TVic related jigsaw brochure advertising & internet advertising is noted.

ISSUES Lack of funding for capital works;

management & research issues noted. OPPPORTUNTIES With adequate resources update caves

infrastructure & increase the marketing budget to promote the total experience including the ‘standing camps’

Cape Conran Coastal Park Management Plan. Parks Victoria. October 2005. SYNOPSIS &/OR KEY FINDINGS COMMENT

11,700 ha Park & estimated 200,000 visitors pa

Plan aims to ‘provide enhanced sustainable opportunities for visitor enjoyment & appreciation of the park while maintaining & protecting park values’

Strategies include: Promotion & interpretation of indigenous

culture Upgrading visitor facilities at Salmon Rocks,

Point Ricardo, Yeerung Beach, & Pearl Point Improvement & promotion of camping &

roofed accommodation areas at Cape Conran Improved camping opportunities at

Binn/Gunnai Beaches & Pearl Pont Improved supply of information &

interpretation to visitors Collaboration with the (being developed) Rural

Learning Centre

Highlights the inherent strength of the natural attractions of the Park attracting a large number of visitors

Commitment to improvement of visitor facilities including camping & roofed accommodation is very appropriate given the current & potential visitor demand

Commitment to promotion of camping & roofed accommodation will require a significant boost to build awareness of these excellent nature based assets

Launch of standing camps (including Buchan) provides a great launching pad to significantly increase promotional investment linked to leverage off the marketing initiatives in this Plan; through DGI and Tourism Victoria ( see Marketing Strategies)

Submission no.64



Discussion Paper and Interim Market Strategy on “Victoria’s Wilderness Corner”. Orbost and District Tourist Association. July 1994.

SYNOPSIS &/OR KEY FINDINGS COMMENT Recommends the development of loop roads

(both within a day’s drive from NSW south coast & Gippsland Lakes) » Cape Conran to Bemm River, providing

access to Dock Inlet & Pearl Point. » Wingan Inlet to Mallacoota, providing

access to rugged coastal scenery; scenic platforms at the Skarries would enable seal colony viewing.

Submission no.64



ATTACHMENT 2: SHIRE DATA ON CURRENT INFRASTRUCTURE PROJECTS & OPPORTUNITIES Bairnsdale

K Mart Discount Department Store located in Bairnsdale CBD opened prior to Christmas 2005. Aldi Supermarket currently under construction in this same precinct. Value of Development: $2.5 million.

Junior Campus of Gippsland Grammar open for Term 1 2006.

Ongoing residential development, Eastwood Estate, Bairnsdale.

New Victoria Police Headquarters (no Planning Permit required).

Bairnsdale Regional Health Service – upgrade emergency facilities. $5 million.

Metung

Kings Cove development, Riviera Properties – $120-150 million.

East Gippsland Shire – Metung marina upgrade – $5 million. Metung potential expansion $10-12 million.

Paynesville

Completion of the Riviera Harbours Canal and ongoing residential development, Riviera Properties – $50-70 million.

New Bendigo Bank Building, Paynesville.

Clippers Apartment and retail complex, Esplanade, Paynesville. Three levels, 37 Apartments. Value of Development: $6.8 million.

Lakes Entrance

26 Degrees, Marine Parade, Lakes Entrance - 80 Apartments over 8 levels. Value of Development: $8.9 million.

595 Esplanade, Lakes Entrance. Six Levels, 41 Apartments, Café and Shops (subject to appeal). Value of Development: $9.4 million.

555 Esplanade, Lakes Entrance. Five levels, 31 Apartments, Restaurant and Shops (subject to appeal).

Lakes Entrance Bar – upgrade of dredging facilities and processes – $30 million over 5 years.

Marlo

Snowy River Rural Learning Campus - $3 million.

General

Nexus/Santos – linking Longtom gas field to Patricia Baleen processing plant – $150 million. Conditional on successful completion of Longtom No. 3 appraisal well – drilling scheduled to commence May 2006.

Submission no.64



East Gippsland Shire – Slip Bight marina – $1 million.

Nowa Nowa to Bruthen road upgrade – $18.3 million.

Cann River to Genoa – three new overtaking lanes – $4.1 million.

Great Alpine Road upgrade – $6.5 million.

Submission no.64



ATTACHMENT 3: ANALYSIS OF EAST GIPPSLAND PRODUCT SEGMENTS

Nature based attractions

The regional product strengths are in this area with icon National Parks; Marine Parks and Sanctuaries, the High Country, Snowy River, Ninety Mile Beach, and the Gippsland Lakes. The accessibility of nature and support infrastructure has been a critical issue identified throughout the development of this Plan. For example quality nature based short walks and quality lookouts with support infrastructure in areas of high demand are key needs of the touring market55 but are currently lacking in East Gippsland. Development of infrastructure to convert potential into reality is a key opportunity through this Plan.

Wildlife and wildlife viewing is another nature product strength currently lacking in support infrastructure but again with opportunity for development. Point Hicks for example has a highly visible permanent juvenile seal colony 200m offshore but access to it, and promotion of it, are lacking. Development of wildlife experiences/infrastructure aligns with the general trust of the strategy to ‘develop nature based product opportunities through out Gippsland’ in the Gippsland Regional Tourism Development Plan.

Note: the specific opportunities identified for development and marketing from this section are highlighted in the infrastructure, product and industry development and marketing sections of this Plan.

Adventure

East Gippsland has major strengths in this area: reflected in State government strategy to develop the Gippsland lakes as ‘Victoria’s year round boating destination’.56 Fishing is also a product strength of State significance; not just on the coast but also in the high country mountain streams. Opportunities include off shore charter fishing linked to development of ocean access at Mallacoota and coordinated and targeted promotion of coast and fresh water fishing.

The East Gippsland Rail Trail provides a focus for building the attraction of recreational cyclists particularly through leverage off State wide and DGI rail trails promotions. Events such as the Wilderness Bike Ride provide an excellent focus for visitation to the Parks north and east of Orbost.57 Its success indicates opportunity for further development of niche nature related events.

55 See Section 4.1.5 Visitor needs & trends. 56 See for example Tourism Victoria’s Gippsland’s Regional Tourism Development Plan 2005 Update 57 Orbost accommodation providers reported multiple room bookings for 2 -3 nights.

Submission no.64



Food & wine

This area is the weakest of the key supply side product areas. While the food and wine industry is becoming more attractive to visitors it is seen as an emerging area of product strength58 relative to other regions. It is also a product ‘category’ of significant potential for East Gippsland. Seafood and related fine dining is noted as a key opportunity while farm gate and local produce also represent opportunities. Development of a stronger café culture particularly focused around the lifestyle villages of Metung and Paynesville and the larger centres of Bairnsdale and Lakes Entrance is important to build the regions image with key VA and SA markets.

Key activity themes

Analysis across key tourism themes indicates significant weaknesses. Consultation has highlighted gaps in activities and attractions for the family beach holiday market59. The Shire’s draft Arts and Culture Plan60 indicates 14 areas of challenge for the development of the sector. European heritage has some excellent product such as the Oriental Claims in Omeo but there is no stand out European heritage attraction.61 The Krowathunkaloong Keeping Place Cultural Museum in Bairnsdale is a high quality facility yet receives less than 2,000 visitors per annum.62 The rural villages are an emerging strength and the Council’s roll-out of urban design frameworks will provide a key role in supporting further development of these assets. City visitors are increasingly seeking out small scale personalised experiences and services offered by rural villages as an antidote to stressful city life.

Events and festivals are also considered an emerging strength. The region is not short of events but lacks a major flagship event that helps define the region and draws visitors from intrastate and interstate (eg Wangaratta Jazz Festival). Given the strength of the Gippsland Lakes (as demonstrated through, for example, private investment and visitation) as identified in the 2003 events study63 and the lack of take-up of the study recommendations; a more ‘bottom up’, community owned and sustainable model again built around the Lakes/boating theme presents itself as an opportunity.

Markets and leisure shopping are another key area of visitor need and a theme for development aligned with the hub and spokes approach outlined in this Plan. Linked with the food and wine analysis there are on going opportunities in villages and towns

58 See, for example, the assessment of Gippsland food and wine as emerging in Victoria’s Tourism Industry Strategic Plan 2002 – 2006, Page 70. 59 Ranked equal number one issue at the Lakes Entrance industry workshop 14/2/06. 60 East Gippsland Draft Arts and Culture Plan, prepared by the Arts and Culture Strategic Advisory Board Nov 2005. 61 The Heritage East Gippsland brochure produced by the East Gippsland Heritage Network lists 50 heritage attractions/sites and eight heritage societies across the Shire. 62 Interview with Centre’s Cultural Officer. 63 East Gippsland Signature Event Feasibility Study. Draft for discussion purposes only. Prepared for Tourism Victoria, East Gippsland Tourism Campaign Committee & East Gippsland Shire Council by Maggie Maguire & Associates & Mary Maddock Consulting Pty Ltd.

Submission no.64



across the Shire to further develop local produce/arts/crafts as part of a coordinated plan.

The charter boat and cruise experience is a key product for the region. While there are a number of commercial operators providing boating experiences this is a key area for further product development and marketing to reinforce the positioning as Victoria’s year round boating destination – accessible to non boat owners.

Accommodation

The Australian Automobile Association database indicates there are 91 commercial accommodation properties in East Gippsland of three plus star rating, in addition to camping areas on public land. While caravan and camping have been the traditional strength of the region, the analysis indicates the increasing demand for niche market accommodation such as nature lodges, standing camps and backpacker accommodation and top end accommodation at the five star level. An international branded five star property in the far east Gippsland area was seen by the international market as particularly valuable in assisting to the sell of the SMCD.64

Support services The support tourism infrastructure in East Gippsland includes:

Roads.

Public toilets.

Rest areas, way side stops, viewing areas.

Directional and tourist signage including way side maps and directories.

Visitor Information Centres.

Visitor services such as food and petrol providers and electronic bank tellers.

Specific analysis of these support services is contained in other sections of this Plan.

64 Tri-State project survey data from Tourism Victoria and Tourism NSW overseas managers. August 2005.

Submission no.64

DRAFT VERSION 2: EAST GIPPSLAND SHIRE STRATEGIC TOURISM PLAN

Page 82

ATTACHMENT 4: SUMMARIES – COMMUNITY & STAKEHOLDER WORKSHOPS Bairnsdale workshop, Monday 13 February 2006

ISSUES OPPORTUNITIES Major issues: 1 – 4 1. Lack of industry cohesion &

collaboration. 2. Lack of regional identity (brand). 3. Lack of destination awareness in

intrastate & interstate markets. 4. Lack of concentrated marketing

program. 5. Lack of business & community

awareness of the importance of tourism to the region.

6. Lack of funding for maintenance of public infrastructure.

7. Lack of suitable attractions, natural & man-made.

8. Accessible authentic experiences. 9. Signage. 10. Small scale of businesses. 11. Visitor information services. 12. Public transport.

Major opportunities: 1 – 4 1. Increase visitor length of stay with

touring routes & suggested itineries. 2. Appeal of natural attributes: equitable

climate, diversified, unique & pristine natural environment, two hours travel snow skiing to ocean.

3. Signature event. 4. Generating industry commitment to

tourism management structure & developing industry cooperation through networking.

5. Pursuit of excellence in all areas. 6. Signature infrastructure linked to water,

eg Centre for Wooden Boats. 7. Private investment for attractions. 8. Capitalise on history. 9. Airport – regional airline. 10. Eco-lodges linked to walks etc. 11. Economic contribution & sustainability. 12. Community ready for change (linked to

changing demographics). 13. Rowing competition. 14. Building industry profitability.

Lakes Entrance Workshop, 14 February 2006

ISSUES OPPORTUNITIES Major issues: 1 – 4 1. Lack of destination awareness;

marketing (particularly on the web); branding & marketing across the region.

2. Lack of attractions for the family market/lack of children’s playground.

3. Lack of industry cohesion. 4. Professional fishing in the Lakes. 5. Infrastructure to support growth, eg

marinas. 6. Health of the Lakes. 7. Single lane highway Traralgon to Lakes

Entrance. 8. Planning barriers to attractions

development. 9. Council regulatory barriers to free

camping & outdoor liquor consumption. 10. Bullock Is. 11. Lack of themed festivals.

Major opportunities 1 – 4 1. Sydney Melbourne Coastal Drive. 2. Seafood including buying direct from

boats, marketing & industry support for industry.

3. Lakes Main St enhancement – urban design framework.

4. Signature event – off peak. 5. Seasonal/fresh produce. 6. Industry marketing & networking. 7. Public relations promoting tourism. 8. Conference market. 9. Special interest markets such as golf,

fishing & coach markets. 10. Enhanced entrance opening to the

Lakes. 11. DSE Slipway site – major maritime &

history interpretation – or children’s attractions & amusements.

12. Bullock Is development linked to fishing &

Submission no.64



ISSUES OPPORTUNITIES 12. Inaccurate weather reports. 13. Lack of packaging across attractions;

tours & accommodation sectors.

associated learning & interpretation. 13. Gippsland Rail Trail promotion &

development of en route attractions. 14. Visitor Information Centre networking &

cross promotion across the Gippsland & South Coast NSW region – including Federation Square.

15. Return of the Christmas Carnival to Lakes Entrance.

Submission no.64



ATTACHMENT 5. REFERENCES A Strategy for the Gippsland Food & Wine Group. Prepared for the Gippsland Food & Wine Group by Urban Enterprises Pty Ltd. October 2003.

Alpine Reports Tourism Business Plan 2003 – 2006.

Bruthen & District 5 Year Community Plan 2004 – 2009. Planning for Our Future. Bruthen District Citizens Association. 2005.

Bruthen & District 5 Year Community Plan 2004 – 2009

Buchan Caves Reserve Draft Business Plan. Parks Victoria. August 2000.

Concept Proposals for Tourism Development in Victoria 2005. Tourism Victoria.

Destination Gippsland Three Year Marketing & Communication Plan 2006 – 2009. Prepared for Destination Gippsland Inc Regional Campaign Committee. July 2006.

Discussion Paper and Interim Market Strategy on “Victoria’s Wilderness Corner”. Orbost and District Tourist Association. July 1994.

East Gippsland Shire Council Draft Five Year Arts & Culture Strategic Plan 2006/07 – 2010/11. November 2005.

East Gippsland Planning & Development Strategy 1997– 2010. East Gippsland Shire Council. September 1997. Reprint No 2 January 2000.

East Gippsland Signature Event Feasibility Study. Draft for discussion purposes only. Prepared for Tourism Victoria, East Gippsland Tourism Campaign Committee & East Gippsland Shire Council by Maggie Maguire & Associates & Mary Maddock Consulting Pty Ltd.

East Gippsland’s Touring Routes and Tourism Drives. Bracher RP & Marketing for East Gippsland Shire Council & Lakes & Wilderness Tourism Association Incorporated. September 2001.

East Gippsland Shire Visitor Information Centres. Business Plan 2005/06.

Far East Gippsland Consumer Perceptions. Destination Australia Marketing Pty Ltd. 1987(?).

Far East Gippsland Ecotourism Strategy for Parks Victoria & National Resources & Development. December 1997.

Far East Gippsland Tourism Strategy. Department Conservation, Forests & Lands, Victorian Tourism Commission, Ministry for Planning & Environment. November 1988.

Submission no.64



Gippsland Boating Coastal Action Plan. Vantree Pty Ltd. 2002. Prepared for the Gippsland Coastal Board.

Gippsland Ports Strategy Plan 2006-2008. Gippsland Ports. December 2005.

Gippsland Tourism Infrastructure Audit. USE Consultants Pty Ltd. October 1996. Prepared for Gippsland Development Ltd, Tourism Victoria & Federal Department of Transport & Regional Development.

Geothermal Resort Potential in Coastal Victoria. Final Report. December 1997. Prepared by Sinclair Knight Mertz for Tourism Victoria.

Great Alpine Road Infrastructure Strategy. Planning for People. November 2003. Prepared for Great Alpine Road Marketing Inc.

Indicators of Sustainable Management of Tourism 2005. Tourism Health Check 2002- 2005 Comparison Report. Tourism Alliance Victoria. 2005.

Lakes & Wilderness Regional Tourism Development Plan. Urban Spatial & Economic Consultants Pty Ltd. September 1997.

North East Gippsland Environmental & Land Use Study (ARUP Study). October 2000.

Mallacoota Urban Design Framework Part I. Volume 3 East Gippsland Shire. East Gippsland & Wellington Shire Coastal Urban Design Framework. Prepared for East Gippsland Shire, Wellington Shire, Department of Sustainability and Environment by Meinhardt Infrastructure & Environment Pty Ltd. December 2005.

Market Analysis for Lakes & Wilderness Tourism Board. Yann Campbell Hoare Wheeler. 1994. (Quoted from Gippsland Tourism Infrastructure Audit. October 1996. USE Consultants Pty Ltd.)

Moving Forward: Making Provincial Victoria the Best Place to Live, Work and Invest. Department of Innovation, Industry & Regional Development, Victoria. November 2005.

Nowa Nowa 5 Year Community Plan 2004 – 2009

Omeo Region Business & Tourism Association Including Strategic & Action Plan. June 2002. Updated September 2003 by Omeo Region Business & Tourism Association.

Paynesville Business & Tourism Association Strategic Plan & Action Plan. Paynesville Business & Tourism Association. June 2004.

PS Curlip Business Feasibility Study. Linqage International. July 2003.

Regional Awareness & Perceptions Survey 2003. Tourism Victoria.

Submission no.64



Regional Tourism Development Plan, Gippsland 2004 – 2007. Tourism Victoria.

Regional Tourism Development Plan, Gippsland 2004 – 2007: 2006 Review. Tourism Victoria.

Snowy Wilderness Discovery Centre. Strategy & Business Plan. Final Report. Linqage International. Undated.

Tourism Plan for Public Land in the Otway Hinterland. Department of Sustainability & Environment. January 2005.

Tourist Signing Guidelines: Guidelines for Tourist and Services Signing on Roads in Victoria. Second edition. Tourism Victoria and VicRoads. July 2001.

Tri-State Touring Program Draft Strategy. Tri-State Tourism Committee. December 2005.

Urban Design Framework – Omeo, Swifts Creek and Ensay. Kellogg Brown & Root Pty Ltd. November 2004. Prepared for East Gippsland Shire Council.

Victorian Trails Strategy 2005 – 2010. Victorian Trails Co-ordinating Committee. 2005.

Victoria’s Aboriginal Tourism Development Plan 2006 – 2009. Tourism Victoria. 2006.

Victoria’s Spa and Wellness Tourism Action Plan. Tourism Victoria.

Victoria’s Tourism Industry Strategic Plan 2002-2006. Tourism Victoria. 2002.

Wellington Shire Council Tourism Strategy Plan 2002 – 2005.

Submission no.64



ATTACHMENT 6. ROY MORGAN VALUE SEGMENTS Tourism Victoria segments the national market in a number of ways using segmentation techniques including the Roy Morgan Value segments, developed in conjunction with Collin Benjamin - The Horizon Network.

The Roy Morgan Value Segments in particular have been used by Tourism Victoria to distinguish markets with the highest yield potential and to identify their holiday needs.

The following table provides further information on the Roy Morgan market segmentation referred to in Section 4.1.2 Types of visitors. TRADITIONAL

FAMILY LIFE (50 YEARS +)

SOCIALLY AWARE (35-49 YEARS)

VISIBLE ACHIEVEMENT (35-49 YEARS)

SEGMENT CHARACTERISTICS

Retired middle Australia

Family focused lives

Cautious of new things

Passive income earners

Social issues oriented Politically/community

active Up-market

professionals Wealth managers

Success & career driven

Recognition & status seekers

Good family living Wealth creators

PERCENTAGES 20% Australian population

13% interstate short breaks

21% interstate holidays

14% Australian population



18% Australian population



PRODUCT LIKES Special interest Coach tours Nature Gourmet food trails Golf Art galleries/

museums Gardens

Art galleries/museums Wineries Aboriginal heritage Restaurants Skiing Nature experiences Food & wine Historic sites/places Bushwalking

Historic sites/ places Golf National parks Restaurants Skiing Wineries Children’s activities Shopping

ACCOMMODATION PREFERENCES

Hotels/Motels Caravans

Boutique 4/5 star hotels B & B’s

Boutique Hotels

REASONS FOR HOLIDAYING

Increase knowledge

Re-live the past Interpretive Touring holiday –

self-drive or coach

Short break retreat Fly-drive/touring

break Explore & experience New & different Interpretive Indulgent/boutique

Spend time together Family holiday Indulgent/boutique Weekend getaways

Submission no.64



ATTACHMENT 7. EAST GIPPSLAND ECONOMIC DEVELOPMENT & TOURISM UNIT STRUCTURE

John W ebsdale

Group Manager Council

Manager EconomicDevelopment and

TourismPos No.6701Brett Lynn

Eco Dev & TourismAdmin OfficerPos No. 6504

Melissa Bentzen

EconomicDevelopment &

Tourism CoordinatorPos No. 6501Phil Rickards

Business SupportOfficer (0.8 EFT)

Pos No. 6511Sandra Bailey

Events DevelopmentOfficer

Pos No. 6503Andrea Court

Visitor InformationCentre Coordinator

(0.4 EFT)Pos No.6512John Munns

VIC SupervisorBairnsdale

Pos No. 6514Wendy McPherson

VIC CasualsPos No.Various

VIC SupervisorLakes Entrance

(0.6 EFT)Pos No. 6513John Munns

Slab Hut OfficerPos No. 6507

Lisa Hearl(Casual)

VIC CustomerService Officer

(0.6 EFT)Pos No.

Susan Derrick

VIC CasualsPos No.Various

VIC CustomerService Officer

Pos No.Adele Young

Events Project(C'wlth Games) Off.(Ltd Ten. - 30/04/06)

Pos No. 5532Francine Gilfedder

Submission no.64



ATTACHMENT 8. EAST GIPPSLAND SHIRE TOURISM POLICY 1. POLICY OBJECTIVES East Gippsland Shire’s vision for tourism is:

“That the Tourism Industry, through sustainable growth, will remain a major contributor to East Gippsland’s economy.”

“That East Gippsland, through judicious development, management and marketing, becomes an increasingly sought after destination for intrastate, interstate and international visitors.”

“That the Tourism Industry, through education and interaction, is recognised by the Community, Industry and Government as having a real economic, social, environmental and cultural benefit to East Gippsland.”

This policy provides guidance in the way in which the East Gippsland Shire Council will:

1. Directly support and develop the tourism sector; and

2. Work with other stakeholders in achieving East Gippsland Shire’s vision for tourism.

2. BACKGROUND

“Tourism is a service-based industry comprising a number of tangible and intangible components. The tangible elements include transport, foods and beverages, tours, souvenirs and accommodation, while the intangible elements involve education, culture, and adventure or simply escape and relaxation. Tourism in Victoria caters for travellers from Melbourne, regional Victoria, interstate and overseas.”

http://www.parkweb.vic.gov.au/education/tourism_parks/da3.htm

The tourism industry in East Gippsland is interconnected with all industries and it is also a significant contributor towards the economic well being of the region. It is therefore critical that the industry not only maintains its market share, but also grows and matures, allowing it to become a leader in regional tourism.

To help achieve this growth, all stakeholders must be clear about the role they play and how they integrate their functions and services with other players. It is critical that East Gippsland work smarter with our limited resources to maintain growth and the benefits derived from tourism. The tourism industry in East Gippsland needs to continually reexamine the short, medium and long-term strategies so as to adapt to the inevitable change in the internal and external environments.

The tourism industry in East Gippsland needs to recognise that they are in competition with other destinations and industries for the disposable income of consumers. In an ever more competitive environment it is essential that the best use of scarce resources in maintained.

Submission no.64



East Gippsland Shire has been conscious of community concerns about Council’s role, and through a consultative process, has developed this Tourism Policy to clearly identify the role that Council will play in the provision of services and the way we will work in partnership with other stakeholders.

3. POLICY STATEMENT

The following policy statements are those where the East Gippsland Shire Council will act as the lead agency by taking direct responsibility for the function.

1. Visitor Information Services

a. Council will ensure accredited Visitor Information Centre services are provided at key locations throughout the municipality and at other centres to ensure adequate services are available.

b. Council will establish and maintain appropriate information to encourage visitors to increase length of stay.

c. Council will develop and maintain a website that:

1) provides information for potential visitors to East Gippsland; and

2) provides a booking service on a fee for service basis.

d. Council will facilitate tourist and business orientated questionnaires as a means of assessing customer satisfaction with the products and services on offer.

e. Visitor Information Centres and the staff employed to manage these facilities, together with promotional activities coordinated by this team will, be identified and marketed in a way which delivers the best outcomes for the tourism industry.

2. Tourism Industry Development

a. Council will encourage the appropriate expansion of existing tourism industry and seek to attract new investment into East Gippsland.

b. Council will lobby State and Federal Government departments to ensure East Gippsland is receiving its fair and appropriate allocation of available funds for industry development.

c. Council will act as auspice agency, where appropriate, for successful grant applications.

d. Council will ensure that other industries are not adversely affected by the tourism industry and encourage industries to work together.

e. Council will work in partnership with an industry led marketing board.

3. Planning

Submission no.64



a. In the formulation of its planning policies and development of Urban Design Frameworks, Council will be mindful of the effects on and needs of the tourism industry.

b. Council will, in reviewing its planning strategies and other forward planning documents, take into consideration policies on tourism and other leisure activities.

c. In the preparation of By-Laws and regulations, Council will have regard to their impact on tourism and the balanced development of the municipality.

d. Council will encourage the development and investment of appropriate high quality tourism products that build upon the regions natural attractions and outdoor experiences.

e. Council will plan for future tourism developments and precincts and understand that each location is unique and the region offers a diverse array of planning opportunities.

f. When considering tourism developments, Council will consider the social, economic, cultural and environmental impact of the proposal within the region.

4. Infrastructure and amenities

a. In the development of its capital works program, Council will allocate appropriate budgets to facilities that will support and encourage visitors to appropriate areas within its boundaries, for example, toilet blocks, launching ramps, marinas, directional and interpretative signage, walkways etc.

b. Council will seek financial support from other agencies whenever possible for the provision of tourist facilities.

c. Council will encourage a high standard of landscaping within tourism precincts and commercial centres.

d. Council will, where possible, support the establishment of regional parks and the enhancement of specific natural features, conserve areas of outstanding beauty and recognise items of heritage significance.

e. Council will develop and maintain a tourism signage strategy for East Gippsland that takes into account the needs of visitors to the area.

f. Council will work with partners to provide high quality signage through the implementation of the signage strategy.

5. Tourism Information

a. Council will develop a database of tourism operators within the Shire to be used in industry development, business skills development, and investment and marketing opportunities.

Submission no.64



b. Council will be a one-stop shop for tourism and associated economic information in East Gippsland and maintain records on tourism visitation trends, perceptions, satisfaction etc.

c. Council will maintain a website for the tourism industry that provides appropriate information that will support industry development.

d. Council will maintain an up to date photographic library.

The following policy statements are those where the East Gippsland Shire will work in partnership with other stakeholders.

6. Tourism Advisory Board

a. Council will oversee the establishment of a Tourism Advisory Board for East Gippsland. Council is firmly of the view that an independent advisory board is an important element in ensuring the long-term support from, and participation by the tourism industry and their partners. Such a body will lead to a more sustainable industry, accountable decision-making, better industry participation and long-term social and economic benefits to the region.

b. The Tourism Advisory Board will consist of:

1. Two Councillors, appointed by Council;

2. Two industry representatives, appointed by Business and Tourism Peak Body;

3. One representative from Parks Victoria;

4. One representative from The Department of Sustainability & Environment;

5. One representative from the Regional Tourism Campaign Committee;

6. Two Industry representatives appointed by the Board; and

7. Additional representatives may be co-opted by the Board for a limited period to provide advice on specific issues.

c. Representatives will have a staggered two-year term in office immediately following Council elections.

d. The Advisory Board will:

1. Meet at least quarterly;

2. Report to Council on the outcomes of meetings and any and all matters effecting tourism within East Gippsland;

3. Provide recommendations to Council and other stakeholders; and

4. Oversee the development of an integrated long-term tourism strategy and yearly action plans that takes into consideration the responsibilities and functions of the key stakeholders in the region.

7. Tourism Business Development

Submission no.64



a. Council will assist businesses to develop their operations, enabling them to maximise the economic benefits of tourism to their business and the region. This will be achieved through partnership, where Council facilitate and coordinate programs that serve to increase the professionalism, skills and knowledge of the tourism industry.

b. Council will provide opportunities for tourism operators to increase their understanding of the industry, so they are aware of opportunities to participate in activities that benefit their business.

c. Council will encourage networking amongst the operators within the Shire as a method of expanding product knowledge.

8. Tourism Victoria

“Tourism Victoria is the State Government authority responsible for developing and marketing Victoria as a premium tourist destination for Australian and international travellers. Tourism Victoria’s role is to raise awareness of, and visitation to, Victoria from within Australia and around the world through strategies and campaigns. In partnership with Victoria's tourism industry, Tourism Victoria is fulfilling its mission to "maximise employment and the long term benefits of tourism to Victoria by developing and marketing the State as a competitive tourism destination”

Victoria Tourism Industry, Strategic Plan 2002 -2006

a. Council will work with Tourism Victoria to market East Gippsland as a tourist destination.

b. Council will work cooperatively with the Event Development Unit of Tourism Victoria to develop the events industry in East Gippsland.

c. Council will encourage local operators to be part of the State Governments product region campaigns

d. Council will work with the industry development unit to enable the tourism industry in East Gippsland to access business development opportunities.

9. Regional Tourism Campaign Committee

“The role of the Campaign Committee is to:

• promote the region;

• promote sustainable tourism in the region;

• be informed about market trends and issues;

• work within the frame work of Tourism Victoria’s Strategic Plan and Regional Marketing Cooperative Plan, and

• work cooperatively with local and regional tourism associations and the Local Councils to promote the region.”

Submission no.64



East Gippsland Tourism Campaign Committee

a. Council will support the Campaign Committee to market the region through the provision of the following.

1) Access to available up to date tourism statistics.

2) Access to services and staff resources where appropriate on a fee for service basis.

3) A staff member to participate on the committee.

10. Country Victoria Tourism Association

“CVTC aims to provide leadership, communication and marketing services to develop a professional and sustainable regional tourism industry in Victoria.”

www.cvtc.com.au

Council will:

a. Support CVTC so that their role of supporting regional tourism in Victoria is enhanced.

b. Work with CVTC to provide leadership, communication and marketing services to East Gippsland.

11. Local Business Associations, Tourism Associations and Chambers of

Commerce

The roles of these associations and groups are to act as facilitators and advocates on behalf of their members, focusing their efforts on servicing visitor and other customers. They provide communication between their members and represent businesses to Government.

Council will:

a. Provide guidance and support for integrated local tourism association plans across the region.

b. Encourage liaison between groups and organisations to maximise exposure to events in the area.

c. Promote product packaging as a means of retaining visitors in the area for a longer period.

d. Coordinate a Peak Body forum of local business and tourism associations on a quarterly basis.

12. Public Land and Water Managers

These include, but are not limited to: The Department of Sustainability and

Submission no.64



Environment; Parks Victoria; Gippsland Coastal Board and Gippsland Ports

“Victoria's vision for natural resource management seeks to ensure the health of our land, water and vegetation are improved, long term productivity is enhanced and regional communities are resilient and prosperous.”

Department of Sustainability and Environment

“Parks Victoria exists to:

• Conserve, protect and enhance environmental and cultural assets

• Responsibly meet the needs of our customers for quality information, services, and experiences

• Provide excellence and innovation in park management

Contribute to the social and economic well being of Victorians “

www.parkweb.vic.gov.au

a. Council will work strategically with land and water managers to ensure that outcomes are of benefit to all.

b. Council will work cooperatively to ensure that infrastructure, investment and activities managed by the above organisations meets the needs of the regional tourism industry.

c. Council is committed to working with other government agencies to leverage off the regions natural features.

13. Regional Marketing Organisations

The roles of regional marketing organisations vary depending on the activity they are involved in. Generally the role is to:

• promote the region, destination or attraction as a place to visit; and

• work cooperatively with industry, local and regional tourism associations and the Councils

a. Council will work with industry on appropriate regional marketing organisations, such as:

1) Great Alpine Road Marketing and Coordination Committees

2) Gippsland Food and Wine Tourism Network

3) Creative Gippsland.

4) Sydney Melbourne Coastal Drive

b. Where appropriate, Council will be a financial member of these organisations and provide in kind support to these organisations where it maximises the outcomes for East Gippsland.

Submission no.64



4. IMPLICATIONS

Financial Implications

Council will ensure appropriate budget allocations are made available on an annual basis to ensure the objectives of this policy can be achieved.

Through partnership with the tourism industry, Council will identify alternative funding methods that will support a sustainable tourism industry.

5. CONSULTATION WITH STAKEHOLDERS

Consultation has taken place with key industry stakeholders, community groups and government bodies appropriate to tourism in East Gippsland. These include:

c. Tourism Victoria

d. Country Victoria Tourism Council

e. East Gippsland Tourism Campaign Committee

f. Parks Victoria

g. Local business and tourism associations, and Chambers of Commerce

h. Peak Business Association

i. Lakes and Wilderness Tourism Association

j. Lakes Entrance Business and Tourism Association

k. Omeo Region Business and Tourism Association

l. Paynesville Business and Tourism Association

m. Metung Business and Tourism Association

n. Bairnsdale Business and Tourism Association

o. Orbost Chamber of Commerce

p. Department of Sustainability and Environment

The Draft Tourism Policy was mailed out to over thirty individuals. Advertising was undertaken in local papers and the Draft Tourism Policy and Discussion Paper were placed on the Council website.

Submission no.64

This report has been supported by the following organisations

East Gippsland Strategic Tourism Plan 2006 – 2011 Part B: Strategies & Implementation Plans

Submission no.64

EAST GIPPSLAND STRATEGIC TOURISM PLAN 2006 – 2011. PART B: STRATEGIES & IMPLEMENTATION PLANS

____________________________________________________________________________________________________________________________ Prepared by Tourism Destination Management Pty Ltd & Quercus Marketing Page 1

TABLE OF CONTENTS

Executive Summary.................................................................................................................................................................................................................3

Objective 1. Marketing & Brand ...............................................................................................................................................................................................7 1.1 Marketing .......................................................................................................................................................................................................................8 1.2 Brand ...........................................................................................................................................................................................................................10

Objective 2. Infrastructure......................................................................................................................................................................................................11

Objective 3. Product & Industry Development .......................................................................................................................................................................19

Objective 4. Management......................................................................................................................................................................................................27

Disclaimer

Any representation, statement, opinion or advice, expressed or implied in this document is made in good faith but on the basis that Tourism Destination Management Pty Ltd and Quercus Marketing are not liable (whether by reason of negligence, lack of care or otherwise) to any person for any damage or loss whatsoever which has occurred or may occur in relation to that person taking or not taking (as the case may be) action in respect of any representation, statement or advice referred to here.

Submission no.64



GLOSSARY OF TERMS

ABS Australian Bureau of Statistics BRPA Bemm River Progress Association BTA Business & Tourism Association CFL Conventional Family Life CVEP Country Victoria Events Program DIIRD Department of Industry Innovation Research & Development DGI Destination Gippsland Inc DSE Department of Sustainability & Environment EGCMA East Gippsland Catchment Management Authority EGRBTA East Gippsland Regional Business & Tourism

Association EGS East Gippsland Shire GAR Great Alpine Road GCB Gippsland Coastal Board (Gippsland Lakes and Coasts Regional Coastal Board) GP Gippsland Ports GSTP Gippsland Sustainable Tourism Project IVS National Visitor Survey LEBTA Lakes Entrance Business & Tourism Association LEFCOL Lakes Entrance Fishing Cooperative Limited MBTA Metung Business & Tourism Association

NP National Park NPWS New South Wales Parks & Wildlife Service NVS National Visitor Survey OBTA Orbost Business & Tourism Association PBTA Paynesville Business & Tourism Association PV Parks Victoria RAPS Regional Awareness & Perceptions Survey RDV Regional Development Victoria (part of DIIRD) RTA NSW Roads & Traffic Authority SA Socially Aware SMCD Sydney Melbourne Coastal Drive SWOT Strengths Weaknesses Opportunities Threats TAB Tourism Advisory Board TAFE Technical & Further Education TAV Tourism Alliance Victoria TFL Traditional Family Life The Plan East Gippsland Shire Strategic Tourism Plan TSTA Tri State Touring Alliance Inc. TVic Tourism Victoria VA Visible Achievers YO Young Optimists

Submission no.64



Executive Summary This Plan is a highly integrated tourism strategy that covers the East Gippsland Shire for the five years 2006 to 2011. The following sections details 96 specific strategies and associated actions. The Plan also provides direction and detail for maximising alignment and partnerships with over 30 groups/organisations within and outside East Gippsland. This Plan integrates with the plans and policies of these groups and organisations such as the Gippsland Regional Tourism Development Plan 2006 Review and the Shire Council’s policies and plans to provide a high level of efficiency and effectiveness in the development of sustainable tourism.1

The Plan objective is to generate increased visitation, yield, length of stay and visitor dispersal (geographic and seasonal) driven by strong industry leadership and commitment from across the region.

The vision for tourism is that:

“The East Gippsland region will be increasingly recognised amongst targeted domestic and international market segments as a highly appealing visitor destination. The recognition will be based on its competitive advantages in natural attributes, water-based activities, supporting infrastructure and a strong culture of providing excellent customer service. Tourism will create sustainable growth and be a major contributor to East Gippsland’s economy”.

Domestic overnight visitor numbers to Gippsland have shown modest growth over the past six years of around 1% pa, although this average masks some wide fluctuations in the yearly figures.2 More recently we are seeing major domestic market competitive pressures including a shift to short breaks and budget air travel.

National visitor arrivals data indicates that international visitor numbers are growing by 4–6% pa3, a figure that is believed to reasonably reflect the inbound visitor growth being experienced in Sydney–Melbourne touring and supported by the planned Tri-State strategy to stimulate Sydney–Melbourne touring.

Tourism provides about 1,287 jobs or 7.9% of employment in the Shire.4

1 World Tourism Organisation definition of sustainable tourism - "tourism which meets the needs of the present tourists and host regions while protecting and enhancing opportunity for the future". 2 See Part A, Table 3: East Gippsland visitor data, 1999 – 2005. 3 Source: Visitors by Country of Residence 2005. Tourism Australia, From ABS Overseas Arrivals and Departures, 3401.0.

Submission no.64



The supply side of tourism is notable for the dominance of public lands across the Shire (76% of all land, managed by Parks Victoria and the Department of Sustainability and Environment) and the associated forests, lakes, rivers and coastline on which the settlement and related tourism activity is concentrated.

East Gippsland has been subject to a history of changing tourism plans, marketing and brand strategies and associated structures.5 Attracting adequate resources for public land and coastal infrastructure, maintenance and development is a major challenge for the community, government and the tourism industry.

There is agreement across the Shire that the time is right to implement a long term plan for tourism that will improve industry and government productivity in tourism leading to sustainable tourism growth. This Plan will work because it reflects an agreed coordinated approach to the new circumstances and a high level of commitment to its implementation from the key tourism stakeholders in East Gippsland.

The Plan is structured around a hub and spoke approach which, from analysis, best fits the market and product realities of East Gippsland.

Hub – Gippsland Lakes and its associated communities.

Spokes:

o The Princes Highway, reflecting marketing commitment to the Sydney Melbourne Coastal Drive and including the coastal towns

o The Great Alpine Road, reflecting its status as one of Victoria’s great drives

o The Snowy River Valley, showcasing the investment in returning environmental flows to the Snowy River.

4 Source: Victorian Tourism Employment Atlas 2005. Tourism & Transport Forum. Employment data is based on August 2002 census figures and should be regarded as a ‘reasonable estimate’ rather than accurate to the last job. 5 See Part A, Attachment 1: Summaries of Relevant Reports & Studies which highlights the range of tourism plans post 1988 that have resulted in limited implementation of recommended strategies.

Submission no.64



Table 1: Hub and spoke focus for East Gippsland

Submission no.64



This Plan has four pillars for sustainable growth: marketing and brand; infrastructure; product and industry development; and management.

1. Marketing and brand:

Firstly, with a concentration on building short term promotional activity that includes:

o a comprehensive website by the end of 2006

o cooperative promotions including a brochure and print advertising

o public relations and familiarisations and participation in Destination Gippsland Inc marketing activity

o The development of an integrated marketing plan by the East Gippsland Business and Tourism Association supported by East Gippsland Shire is another key short term high priority activity.

Secondly, a ‘pendulum swing’ with the positioning of East Gippsland from nature to accessible nature6 reflected in the multi-million dollar annual investments in waterside infrastructure and facilities that are occurring around the Gippsland Lakes.7

2. Infrastructure: Development of tourism related infrastructure to enhance the showcasing of nature; boating, water and touring infrastructure including signage and interpretation, conference facilities, cultural heritage and the impact of restored flows to the Snowy River.

3. Product and industry development: Development of products of existing and potential market strength such as touring, cycling, motor bike, boating and water related activities; soft nature based experiences including walking and wildlife viewing; seafood, food and wine, arts/culture and heritage including indigenous tourism; conventions/meetings and events. Industry will develop greater cohesion and unity of purpose through participation in the Plan including professional development activities and business awards; cooperative marketing activities and the Plan review and ongoing development process.

6 ‘Accessible nature’ relates to the proximity of nature-based experiences that can be viewed from the car while travelling or readily accessed, eg short walks, lookouts, waterside dining. It is an important ingredient for holiday enjoyment amongst mainstream visitors. TVic indicates 85% of the 'nature based tourism' market is seeking a 'soft' nature based experience which is often part of a larger holiday experience. East Gippsland is also attractive to the 15% seeking ‘hard’ nature based experiences (those wanting to ‘immerse’ themselves in nature) and it is not proposed that this segment be neglected in this Plan. TVic define nature based tourism 'as any type of tourism that relies on experiences directly related to the natural environment'. TVic state there are six types of nature based tourism: ecotourism which includes bushwalking and wildlife viewing; adventure tourism (4/W/D'ing, ski touring etc); 3S (sea, sand and sun) activities in a marine environment; extractive tourism (fishing, fossicking, gold panning); native wildlife parks/gardens and nature retreats. 7 See Part A, Attachment 2: Shire Data on Current Infrastructure. The value of development approvals for residential and tourist related infrastructure in East Gippsland concentrated on the Gippsland Lakes is approximately $25m.

Submission no.64



4. Structure, management and resources: This Plan adopts an integrated approach to tourism development that encourages ongoing integration with current and emerging tourism related planning. The Plan will deliver steady growth in tourism investment as a result of growing trust, cooperation and coordination, with measurable results flowing from the Plan for all stakeholders – public, private and community. In turn, this growth will encourage a transition from a tourism strategy driven by Council and the Tourism Advisory Board to a Plan led by the East Gippsland Regional Business and Tourism Association, with increasing industry investment and active participation by all tiers of government. A crucial pre-requisite to the EGRBTA taking a greater role in tourism management will be adequate ongoing resourcing linked to industry and government investment in EGRBTA planned activities.

Execution of the Plan through the hub and spoke and four pillars approaches will deliver a highly appealing visitor experience based on understanding consumer needs and East Gippsland’s most competitive advantages.

In a complex, competitive and dynamic environment this Plan should be subject to annual and major three year reviews. Furthermore as new opportunities arise from time to time they should be assessed against the strategic parameters of this Plan.

Objective 1. Marketing & Brand Short term (12 months) – roll-out brochure, website development, press advertising to increase the region’s presence in regional markets and in Canberra and strengthen cooperative alliances with GAR, SMCD, DGI. Develop brand and integrated marketing plan.

Medium term (2-3 years) – expanding market mix, eg build visiting journalists’ program, PR activities, targeted media advertising into lifestyle magazines focusing on ‘comfortable nature’, further developing electronic marketing activities and website presence. Infrastructure improvements evident. Develop events and conferencing marketing. Seasonal seafood calendar of activities.

Long term (4-5 years) – build marketing of Lakes to Mallacoota and Snowy River drive experiences aligned with new infrastructure developments. Continue to expand cooperative marketing and marketing alliances.

Submission no.64

Administrator

It is important that this diagram in some way includes the coastal towns east of Gippsland Lakes

Administrator

For this to occur, brand needs to be broader & more encompassing of entire region than provided by “Gippsland Lakes”



1.1 Marketing

OBJECTIVE 1.1 MARKETING STRATEGY ACTIONS TARGET

MARKETS STATUS PRIORITY

& TIMING BUDGET

POTENTIAL

FUNDS SOURCE WHO

Create a nationally competitive web presence for the region.

Scope & develop a high quality destination marketing website that is fully sustainable with strong industry ownership & integration with DGI, TVic & PV websites/databases & booking systems. Include as part of the process a one day workshop including industry groups, key stakeholders, & TVic web manager to scope all options.

All In progress High Year 1 Ongoing

Development costs $25k+ & ongoing management costs

EGS $25k Industry $5k See also TVic strategy to develop state-wide booking facility

EGS EGRBTA RDV

Develop an integrated suite of cooperative promotions.

Provide a range of integrated cooperative promotional opportunities including an East Gippsland destination brochure, print advertising in regional press, in-market consumer & VIC promotions (Cross reference with web, marketing partner & VIC strategies).

All touring & mono destination markets

EGRBTA brochure in place

High Year 1 Ongoing

Total $100k Industry $66k TVic $21.5k DGI $5k EGS $7.5k See also Provincial Victoria Growth Fund

EGRBTA, EGS, PV, DSE

Develop touring information.

Develop an integrated suite of low unit cost destination & touring collateral for in-region visitor use & web download with a low cost co-op buy-in. Update the Seven Great Drives DL with ½ & 1 day trips radiating out from Lakes’ destinations.

All touring & mono destination markets

New & updated projects

High Year 2 & Yr 4 High Year 2

EGS, DSE, PV, industry

EGRBTA All local BTA’s EGS, PV EGRBTA

Strengthen partnership marketing (conditional on change in EGS policy).

Provide tourism & wider industry with a coordinated suite of partnership marketing opportunities: DGI brochure & tactical advertising; GAR, SMCD & Tri-State touring opportunities. Strengthen GAR promotions linked to 2006/07 TVic funding.


$25k Omeo BTA-TVic budget

Industry $20k EGS $5k TVic

EGRBTA EGS (GAR including Omeo & Bruthen BTA’s)

Increase the marketing focus on key nature

Consistent with land managers concentration of resources on limited priority sites, increase

All High Year 1

TBA PV, Sponsorship See also Provincial

PV DSE

Submission no.64



OBJECTIVE 1.1 MARKETING STRATEGY ACTIONS TARGET


& TIMING BUDGET

POTENTIAL

FUNDS SOURCE WHO

assets on public lands. the marketing of these sites including Buchan Caves, Cape Conran, Croajingolong around Mallacoota & Alpine National Park. Build the marketing value through leveraging off East Gippsland, DGI, SMCD & GAR cooperative marketing.

Ongoing Victoria Growth Fund

EGRBTA EGS

Build awareness of the region though Public Relations.

Provide regular tourism information to Melbourne, regional & in-region press & support marketing partners PR including TVic, DGI, SMCD & GAR. Intermediate term consider in-market (Melb) professional PR firm (or joint with DGI).


EGS – in-kind $25k +

EGS – in-kind Cooperative industry

EGS EGRBTA EGRBTA contract

Build awareness, distribution & sales through familiarisations.

Support marketing partners as above with trade & journalists familiarisations.

All in progress High Year 1 Ongoing

$17k EGS $2k Industry $15k in- kind PV in-kind

EGS EGRBTA PV

Create & manage a high quality film library reflective of the brand attributes & key marketing assets.

Review, update & catalogue with a focus on the new brand including accessible nature images including aerial images, waterside dining including seafood, wildlife & scenic viewing & nature side quality accommodation.

All In progress Medium Year 2 Update every second year

$10k & management cost

EGS $10k (Utilise existing images from real estate agents, key operators, PV & local media)

EGS EGRBTA Contract out tasks PV

Develop an integrated marketing plan

Relevant stakeholders collaborate on the development of an integrated marketing plan

All New Short term High priority

TBA TBA EGRBTA, EGS, all relevant stakeholders

Submission no.64



1.2 Brand

OBJECTIVE 1.2 BRAND STRATEGY ACTIONS TARGET


& TIMING BUDGET

POTENTIAL

FUNDS SOURCE WHO

Develop a destination brand that drives sustainable growth.

Engage a creative brand agency to refine the brand, including strengthening the connection with quality services & a certain level of style & sophistication. Launch new creative & style guide as a key outcome of the TAB in partnership with EGRBTA.

All

In progress

HIGHEST PRIORITY Immediate Sept 2006 earliest

$35k EGS $30k Industry via EGRBTA $5k See also Provincial Victoria Growth Fund including ‘raising awareness of unique provincial experiences’

TAB

Research to establish benchmark for brand awareness

Liaise with TVic to establish agreed benchmark consumer awareness of East Gippsland brand linked to RAPS.

All New High short term

NA NA EGS

Submission no.64



Objective 2. Infrastructure Short term (12 months) – Focus on activating the priorities as outlined and as bundled investment support opportunities. The opportunity for show casing the impact of restored water flows to the Snowy River is a priority for bundling Snowy River Valley infrastructure projects. Maximise strategy and planning alignment to – and leverage from National, State, regional land local plans including Moving Forward, DIIRD/DSE Tourism Task Group, Department of Victorian Communities and Destination Gippsland Inc.

Medium term (2-3 years) – Continue infrastructure roll-out as per the Plan with a review of priorities including new opportunities at the end of year three.

Long term (4-5 years) – Subject to review continue with focused infrastructure development approach based on the hub and spokes strategy.

OBJECTIVE 2. INFRASTRUCTURE STRATEGY ACTIONS TARGET

MARKETS STATUS PRIORITY &

TIMING BUDGET POTENTIAL

FUNDS SOURCE WHO

GIPPSLAND LAKES Develop Jemmys Point lookout, Lakes Entrance, on former Gippsland Ports beacon site to investigate creation of lookout & interpretation of Gippsland Lakes & entrance.

Ensure master plan developed that fully reflects tourism needs. Assist passage of planning approval through Council.

Important for all inbound & domestic visitor segments: short breaks, SMCD etc

Underway Medium term high priority

potential sources including Provincial Victoria Infrastructure Development funding

DSE, EGS

Develop East Gippsland as Victoria’s year round boating capital.

All key stakeholders to work together to develop appropriate infrastructure on the Gippsland Lakes.

Day trips, short breaks, mono destination long stays, SMCD

Ongoing Ongoing high priority

TBA Regional Development Infrastructure Fund, Marine Safety Victoria, EGS

GP, DSE, PV, EGS, GCB

Facilitate development of moorings to address shortage.

Develop &/or support plans to accommodate increased mooring capacity in Lakes Entrance including North Arm & Cunningham Arm.

High yield boating segment

Short/medium term high priority

Private GP, DIIRD, DSE, EGS, GCB

Investigate Bullock Island, Lakes Entrance as high attraction site including seafood industry.

EGS preparing Master Plan for western section as part of Urban Design Framework.

Important for all inbound & domestic visitor segments: short breaks, SMCD etc

Ongoing Medium term high priority

TBA Private investment, DSE See above funding sources

DSE, GCB, GP, LEFCOL, EGS

Submission no.64

Administrator

Should GP be bold?






FUNDS SOURCE WHO

Lakes Entrance footbridge redevelopment.

Finalise planning & consultative processes.

All In planning/ consultation phase; EGS yet to approve

Medium term high priority

$1.5m–$2m EGS

Floating stage for Entertainment on the Lakes. (See also product development)

Investigate community –BTA’s interest in developing a floating stage for Gippsland Lakes events Subject to demand develop business case to support investment

Boating segment, short & long stays, local community

Emerging in industry discussion

Medium term medium priority

TBA Public/Private opportunity

Industry, LEBTA, PBTA, MBTA, EGS

Support development of family attractions

Encourage private sector investment in such infrastructure Develop a high standard access for all adventure playground Council working with LEBTA to plan playground

Family markets including community

Ongoing In progress

Short term Medium priority

TBA Private invrestment EGS

Private sector, EGS EGS, LEBTA

Lakes Entrance safe swimming beach in Cunninghame Arm.

Support DSE study. Finalise plans for swim beach

All DSE undertaking study Works to be completed Dec 2006

Short term high priority

$250k approx $70k

DSE, LEBTA, EGS

SYDNEY MELBOURNE COASTAL DRIVE & MALLACOOTA Develop an integrated suite of accessible nature experiences Lakes to the border. (see also signage infrastructure strategy and short walks recommendations)

Detailed audit, costing & prioritisation of sites such as: Bemm River Rainforest Walk, , Cann River as major driver rest area, Drummer Road Rainforest Walk, Genoa Peak Lookout, Youngs Creek 2WD project, Furnells & Choof Choof Track, Cape Conran,Nowa Nowa walk & Rail Trail Reference the Taboon Management Plan (DSE)

Domestic & international touring segment, mono destinational longer stays

New project Short/medium term high priority

TBA Infrastructure costs TBA

Opportunity to bundle for funding Opportunities including Provincial Vic Growth Fund & RIDF

PV, DSE, EGS, VicRoads

Submission no.64






FUNDS SOURCE WHO

Factor in Nowa Nowa/Bairnsdale major re route Develop & implement over 3 years

Mallacoota Bluewater Access upgrade.

Continue to progress

Commercial abalone & recreational & commercial fishing charter boating users

Underway Short term high priority

TBA RDV, EGS Opportunities including RIDF

DSE, EGS, GCB, GP

Review Mallacoota Caravan Park to reflect contemporary park service & management standards.

Mallacoota Urban Design Framework will make recommendations. Consider expanded accommodation infrastructure as per Tourism Victoria Concept Proposals document Investigate private investment potential.

SMCD, mono destinational visitors including Canberra & Sydney

New project Medium term high priority

TBA Public/Private opportunity See Provincial Victoria Growth Fund

EGS, DSE, TVic

Mallacoota Pathways Project

Planning underway SMCD, mono destinational visitors, community

New project Short/medium term High priority

Council funds committed for 2007/08

EGS, DSE

Capitalise on Point Hicks outstanding scenic, historic & natural attractions.

Repair & upgrade access road Subject to a detailed audit of the Croajingolong product including accessibility (see product development) develop Masterplan for lighthouse area to capitalise on high quality historic & environmental assets including whale & seal viewing

Open up SMCD market

Ongoing New project

Short term High priority Long term high priority

Road TBA Masterplan TBA

PV PV

PV, PV

Development of one or more Eco Lodges in line with recommendations of the East Gippsland Icon Walks & Eco-tourism

Continue to progress feasibility and approval assessment processes toward the development of up to three small eco-lodges adjoining Snowy River

High yielding international & domestic market segments

New project Medium term high priority

TBA Public/Private opportunity See Provincial Victoria Growth Fund

DIIRD/DSE PV, DSE, EGS

Submission no.64






FUNDS SOURCE WHO

Infrastructure Study.

National Park, Lake Tyers Forest Park and Errinundra National Park providing the basis for premium soft nature based tourism products.

Continue to enhance visitor opportunities and experiences in the Cape Conran Coastal Park in line with the recently released Management Plan for the park.

Promotion & interpretation of indigenous cultural heritage in the park in accordance with the wishes of the Traditional Owners. Upgrade visitor facilities at key sites including West Cape, Yeerung River and Pearl Point. Improvements to Cape Conran camp & roofed accom facilities, improved boating access facilities & promotion of opportunities Complete gravelling of Pearl Point Rd and provide on-site information on short walks and whale watching opportunities.

Short break & long stay SA’s, YO & TFL

Ongoing Ongoing High priority

TBA PV PV

SNOWY RIVER VALLEY & BUCHAN Maintain Buchan Caves infrastructure.

Refurbish lighting in the Royal Cave & associated access & safety issues.

Internationals & mono destination beach holiday market (non beach day)

Currently funded project


TBA PV

PV

Develop Tulloch Ard Road loop drive & scenic lookout.

Create a loop drive from Buchan to provide a more convenient & accessible Snowy River experience. Subject to planning & consultation, develop further short walks and a suitable Snowy River viewing opportunity along the Drive.

Touring markets, mono destination visitor day trips

Project commenced

Short term high priority Mid term high priority

TBA PV Opportunity for Fed/States support linked to showcasing Snowy environmental flows

PV, DSE, EGS, Industry

Submission no.64






FUNDS SOURCE WHO

PS Curlip, Orbost. Continue to support community-

based paddle steamer construction project. Progress planning towards development of river-based infrastructure

SMCD domestic market, mono destination visitor day trips

Feasibility study completed


Government funding approved

Seed capital to build - Opportunity for Fed/States support linked to showcasing Snowy environmental flows

Community project PV, DSE, Gippsland Ports

Develop the Man from Snowy River Adventure Drive to capture the spirit & adventure of the Man from Snowy River. (See also product development).

As a niche adventure drive product develop scoping study & strategy plan Consider level of integration & duplication with Snowy River Country Drive Encourage sealing of the Bonang Road to strengthen touring linked to Monaro and Snowy River

Aligns with this plan’s dispersion strategy & Snowy River valley development node

Support by community including local MLA

Intermediate term high priority

$50k for scoping & strategy plan Implementation to be costed

RDV, LGA’s Opportunity for Fed/States support linked to showcasing Snowy environmental flows

EGS, Towong, Tumbarumba & Snowy River Shires. PV, NPWS (NSW), DSE

Sealing of Barry Way. Approx 73km of road is unsealed.

Strengthen working relationship with Snowy River Shire Continue to lobby for sealing of the road Link with VicRoads Strategic Industry Road Plans

Niche adventure drive & motor cycle markets & alternative Canberra access

Ongoing project Long term medium priority

TBA Shires Link with RIDF & VicRoads development of Strategic Industry Road Plans

Opportunity for Fed/States support linked to showcasing Snowy environmental flows

EGS, Snowy River Shire (NSW), VicRoads, PV, NPWS

Marlo-Frenchs Narrows walk & cliff top lookout

Establish project control group Progress planning, consultation and approvals

Short break & long stay SA’s, YO & TFL

Pre-feasibility stage

Intermediate term High Priority

TBA Note RIDF Provincial

Link with RIDF Small Towns Development Fund –

PV, DSE, EGS Community

Submission no.64






FUNDS SOURCE WHO

Develop 4 km walk including lookout over Snowy River entrance, boardwalk sections and interpretation

Pathways ($8m over 4 years)

Provincial Pathways.

Opportunity for Fed/States’ support linked to showcasing Snowy environmental flows

Orbost – Marlo multi-use trail

Establish project working group Estimate of capital costs & likely demand linked to East Gippsland Bike Trail demand.

Could generate significant community & visitor demand ex Orbost

Pre-feasibility stage

Intermediate term medium priority

TBA Note RIDF Provincial Pathways ($8m over 4 years)

DSE, EGS Link with RIDF Small Towns Development Fund – Provincial Pathways.

Opportunity for Fed/States’ support linked to showcasing Snowy environmental flows

DSE, EGS, EGCMA

GREAT ALPINE ROAD Develop GAR infrastructure with Bairnsdale as the starting point & Omeo as an overnight stay destination & en route towns

Implement Omeo destination plan including infrastructure development as per Omeo plan. Refer to recommendations in the ARUP study Oct 2000 Work with en route towns

GAR touring market & mono destination (coastal) visitor day trips

Omeo project underway.


$265k Omeo BTA, TVic

State government (TVic) Omeo grant

Omeo BTA, DSE, PV, TVic, EGS

Build attraction of East Gippsland High Country Cultural Heritage.

Leverage off the developing High County Cultural Heritage Interpretation Plan (see product

GAR touring market & mono destination

High County Cultural Heritage


DSE –TBA DSE DSE, EGS, PV

Submission no.64






FUNDS SOURCE WHO

development) (coastal) visitor day trips

Interpretation Plan being developed

Develop scenic lookouts on GAR.

Support development of two new lookouts & upgrading of others along GAR to highlight E Gipps natural environment (see detailed infrastructure analysis Attachment 4)

GAR users New project Intermediate term medium priority

TBA EGS, VicRoads EGS, DSE, PV, GAR, VicRoads

GENERAL East Gippsland Icon Walks & Eco-tourism Infrastructure Study – implementation of outcomes.

Support implementation of study key recommendations relating to;a) short walks marketing and development b) eco-lodge development c) Croajingolong Coastal walk

Demand subject to assessment

Feasibility project near completion

Ongoing High priority

$70k feasibility assessment stage See RIDF Provincial Pathways projects ($8m over 4 years)

PV, DSE, EGS Opportunity to link with RIDF Provincial Pathways projects with short walks collateral

PV, DSE, EGS, T Vic, Community Industry

Develop Gippsland Hinterland All Wheel Drive Touring Route through the Gippsland Hinterland.

Support planning process & including communities with opportunity for promotion Integrate with GAR, Snowy River Drive & the proposed Man from Snowy River Drive. Assist with marketing, eg promote in 4WD magazines, if project proceeds Investigate commercial opportunity for tag-along tours. Ensure EGS, GAR & other collateral reflects AWD tour.

Intra & interstate 4WD & all wheel drive markets

Planning underway.


TBA See also above RIDF source

DSE &PV Opportunity to link with RIDF Provincial Pathways projects

DSE, PV EGS

Expand range of 4WD products

Completion of The Sisters 4WD Tour & associated products

Intra & interstate 4WD & all wheel drive markets

In progress Short term medium priority

DSE DSE, PV

Facilitate development of large conference & events

Work with interested parties to ensure conference & events

1. Short term: developers/

New project Short term high priority

TBA EGS Private industry, EGS

Submission no.64






FUNDS SOURCE WHO

facilities. needs met. Demand scoping study to assist investment Continue efforts to attract smaller MICE activities.

investors in facility. 2. Long term: conference etc organisers.

Shire tourism signage upgrade.

Instigate signage audit & cross reference with branding exercise & TVic state wide review of signposting.

All markets including community

New project Intermediate term high priority

TBA EGS, VicRoads

Standing camps Developments at Buchan & Cape Conran underway with Summer 2006/07 completion.

Assist with PR launch & marketing campaign Ensure details are included in EGS print & website collateral

Conran – Mono destination & SMCD, Buchan – GAR, SMCD & Short breaks

Underway Short term high priority

PV

PV PV, EGS

Increase Forestech – Forest Discovery Centre visitor attraction

See product development

Provide infrastructure to support ‘grey nomad’ touring market

investigate feasibility of adding strategically placed drop points for black & grey waste at suitable public toilet facilities

Touring, Traditional Family Life

New Medium term High priority

TBA TBA EGS, DSE, VicRoads

Support Port of Bairnsdale development

Continue to support Port of Bairnsdale initiatives

Tourism and community

Current Ongoing TBA EGS, State & Fed govts

EGS & other relevant

Boat ramp, Tambo River at Swan Reach & possibly Bairnsdale

Progress possibility of construction of boat ramp facility on Tambo River at Swan Reach.

Domestic boating/fishing markets.

New project Medium term, low priority.

Marine Safety Vic EGS state & federal governments,

EGS, DSE, local BTA, EGCMA

Submission no.64

Administrator

duplication



Objective 3. Product & Industry Development Short term (12 months) – Build the region’s competitive seafood experience and the GAR product experience linked to Omeo BTA resource support; encourage public land projects that will lead to increased marketing of natural assets and develop a range of niche markets through events development and partnerships

Medium term (2-3 years) – Facilitate identified Gippsland Lakes product developments; Lakes destinations plans and icon walks product and motor bike and all wheel drive product. Major three year review of product development priorities in 2008/09.

Long term (4-5 years) – Subject to review, continue development aligned with core hub and spoke opportunities including wildlife viewing.

OBJECTIVE 3. PRODUCT & INDUSTRY DEVELOPMENT STRATEGY ACTIONS TARGET MARKETS STATUS PRIORITY &


FUNDS SOURCE WHO

GIPPSLAND LAKES Develop the seafood experience

Investigate seasonal seafood events, scallops, prawns, whiting etc. Encourage more direct to retail outlet distribution. Develop a seasonal seafood calendar for promotion especially in regional markets, eg Latrobe Valley & SE Melbourne. Encourage development of high quality seafood experiences.

All New project Short term medium priority

TBA Public/private investment opportunities See Provincial Victoria Growth Fund including food & wine as part of $11m over 4 years

Fishing industry, EGRBTA, LEBTA, EGS, CVEP (TAV) Opportunity from Provincial Victoria Growth Fund including food & wine.

Fishing industry, LEBTA, Food Wine Tourism Network, EGS

Regular boat service Paynesville – Metung – Lakes Entrance

Investigate private sector interest & possible funding sources to support establishment costs.

All segments New project Long term low priority

Private sector To investigate

Industry, EGS

Entertainment on the Lakes (See also infrastructure)

Subject to business case develop water based events program.

Boating segment, short & long stays, local community

Emerging in industry discussion


TBA Public/Private opportunity

Industry, LEBTA, PBTA, MBTA, EGS

Submission no.64





FUNDS SOURCE WHO

SYDNEY MELBOURNE COASTAL DRIVE & MALLACOOTA Develop package of wildlife & flora viewing experiences.

Subject to assessment of opportunities within Croajingolong & Marine NP’s & Sanctuaries (see Product Development – General) develop seasonal calendar and other promotions, location & access guide of wildlife viewing to feed into SMCD marketing. Including seals, whales & sea eagles & koalas on Raymond Is.

SMCD market particularly inbound

New project – Category 3 project of Tourism Task Group (DIIRD & DSE)

Med-long term high priority

TBA See opportunities within Moving Forward

PV, DSE, BTA’s EGS

Work with towns along SMCD including coastal towns to further develop and market product

Integrate this strategy with other relevant strategies.

All Ongoing Ongoing Medium/high priority

TBA See opportunities within Moving Forward

EGS, BTA’s, PV, DSE

Colquhoun State Forest & Forest Industries Interpretive Centre

Encourage Centre to extend visitor experience; value added timber products such as furniture & to provide interpretation of the centre & the forests industry.

Touring & mono stay markets – TFL, SA, & education groups

Possible new project subject to consultation with TAFE

Short term low priority

TBA

TAFE, State or Federal programs

TAFE, DSE

GREAT ALPINE ROAD Develop Omeo & region product experiences as part of Destination Plan implementation

Facilitate development of bundled activity options, meet the locals, sample the produce etc. Further develop short tours ex Omeo. Include Omeo Historical Justice Precinct in tour packages.

GAR market – SA, TFL

Ongoing. Possible inclusion in GSTP.

Short term medium priority

Part of $265k program

Omeo BTA through TVic

Omeo BTA, DSE, PV, TVic, EGS

Submission no.64





FUNDS SOURCE WHO

Development of one week GAR packages ex Melbourne

Work through GAR Committee & DGI to create marketable & commissionable one week GAR drive packages ex Melbourne. Ensure Omeo is centrally involved in accommodation & activity ‘value add’ packages for co-op promotions. Consider within Omeo BTA marketing program.

GAR market – SA, TFL & also VA

New project


TBA Omeo BTA through TVic GAR &/or DGI Industry

GAR Committee, Omeo BTA, TVic, EGS

High County Cultural Heritage Interpretation Plan

Consider interpretative material on the role the Omeo region has played in delivering the high country cattle, mining, exploration & other components of cultural history. Link to GAR strategies.

GAR travellers State Government initiative linked to high country grazing decision


DSE From Cultural Heritage Interpretation Plan budget

DSE, Alpine Shire, EGS, Omeo BTA

SNOWY RIVER VALLEY The Man from Snowy River Adventure Drive (see also infrastructure development)

Subject to outcomes of strategic plan & implementation, develop touring product through the Snowy River Valley including packages & bundling of like experiences.

Touring domestic & potentially inbound including backpacker market

Concept stage Medium term high priority

TBA LGA’s Opportunity for Fed/States support linked to showcasing Snowy environmental flows

EGS, Towong, Tumbarumba & Snowy River Shires, PV, NPWS (NSW), DSE

GENERAL Encourage appropriate private investment for identified product development

Refer to East Gippsland Economic Development Strategic Plan

All Ongoing Ongoing High priority

TBA Private sector EGS

Submission no.64





FUNDS SOURCE WHO

Develop Destination Plans for lead destinations identified by Tourism Victoria.

Follow through with TVic commitment for Metung, Paynesville, Mallacoota & Lakes Entrance destination plan development & implementation (as identified in 2006 Review of the Gippsland Regional Tourism Development Plan).

SA, VA, TFL, international (Lakes)

Part of 2002 – 2006 TVic plan


Est. $30k - $40k TVic Local & or other State agency funding also usually required

TVic, local BTA’s, EGS

Develop product associated with the key walks identified within the East Gippsland Icon Walks & Eco-tourism Infrastructure Study.

Subject to development commitment, develop walk-based product & packages capitalising on the region’s icons (eg. as per the Great Ocean Walk.)

SA, VA, TFL Internationals

Awaiting outcomes from feasibility study & subsequent development


TBA PV, DSE, EGS & industry – see also Provincial Victoria Growth Fund

EGS, EGRBTA,PV, DSE, industry, private investors

Increase awareness of Croajingolong National Park as a tourist destination

Encourage detailed audit of the product, including the level of accessibility prior to any focus on building awareness. Canvas opportunity to include the Alpine National Park in this process.

NA Action from the 2005 update of the Gippsland Regional Tourism Development Plan.

Short term high priority Medium term high priority

TBA PV, TVic PV, DSE

Investigate development sites for tourism including accommodation adjacent to National Parks.

Identify suitable areas including potential Eco lodge sites Consider suitable public land sites for nomination to DSE Contribute to Landbank

NA Underway Short term high priority

TBA DSE, PV, industry, EGS

Increase awareness of Marine National Parks & Marine Sanctuaries.

Encourage detailed assessment of the product, including the level of accessibility, prior to any focus on building awareness.

Touring, Short & long stay – SA, YO, VA & TFL

Improved signage and brochuring is underway

Short term high priority Medium term medium

TBA PV, TVic PV, Industry

Submission no.64





FUNDS SOURCE WHO

Ninety Mile Beach, Cape Howe & Beware Reef Marine Sanctuary audits.

priority

Improve commercial air access into East Gippsland.

Encourage industry to investigate feasibility of commercial flights & with group air tours such as Air Tours of Australia Investigate potential packages into Far East Gippsland using Merimbula Airport as a fly-in point

VA, SA, business & meetings markets

Lakes Entrance has high quality airport infrastructure


NA NA Private sector, EGS

Conference & meetings sector

Investigate ways of coordinating development & marketing of this sector in East Gippsland. Subsequently ensure development of conference packages including accommodation, tours, transport, entertainment & meeting services.

Conference & meetings sectors

Concept supported by industry


TBA EGS EGRBTA, EGS, industry

East Gippsland Rail Trail Facilitate development of product, packages & events to stimulate demand. Eg, developing a family ride day event Nowa Nowa to the Snowy River (Orbost) with en route entertainment & food stalls.

Local community, day trippers, short breaks markets – YO & SA

Rail trail in place but demand needs stimulating


Rail Trail committee, industry, EGS

EGS, industry, state & federal governments

Committees of management, local BTA’s, EGS

Support development of Krowathunkaloong Keeping Place Gippsland as a lead Arts & Cultural experience & investigate other indigenous tourism opportunities

Support the centre though in-kind promotions & PR. Also assist the traditional owners through the BTA network to increase accomd sector support in particular in promoting the centre to their visitors.

Touring & mono destination stay markets

Ongoing Short term medium priority

In-kind NA EGS, Gippsland & East Gippsland Aboriginal Co-op Arts & Culture Strategic Advisory Board,

Submission no.64





FUNDS SOURCE WHO

Signature event Investigate opportunity for signature event.

Short break & long stay mono destination markets

Coordination of existing events


CVEP (TAV), TVic events program, state & federal govts, EGS

EGS, BTA’s

Niche events Facilitate development of events with strong community support to assist development into ultimate flagship events. Establish event development criteria aligned with flagship potential that enables priority Council & other sponsor support. (Existing guidelines relate to community events) Maximise publicity and promotion from one off events such as the Fairy Cave Discovery Centenary and the May 2007 Australian Cave & Karst Management Assoc. conference at Buchan.

Niche Possible extension of existing Council community grants program


TBA EGS, possible additional support from CVEP (TAV), TVic events program, industry, community groups

BTA’s EGS, DSE, industry PV

Cross regional motor bike touring

Investigate possibility of an Australian Alpine Communities approach to product development (including safety) & marketing to motor bike groups.

Niche Individual community & Shire activity already in place


TBA Shires & industry groups, VicRoads, RTA Opportunity under Aust Tourism Development Program

EGRBTA, Local BTA’S EGS, neighbouring Shires, VicRoads, TAC, RTA (NSW)

Gippsland Hinterland All Wheel Drive touring product

Support development of project.

Niche Preliminary Planning commenced


T Vic DSE See also Moving Forward programs

DSE, PV, EGS, industry

Submission no.64





FUNDS SOURCE WHO

Major arts /culture event or conference

Support research of major arts/cultural event or conference with a view to building recognition in this area.

Short breaks markets & or conference market - SA, VA & YO

Links to draft Arts & Culture Strategy recommendations (policy area 3)


TBA EGS Arts & Culture Strategic Advisory Board EGS, TAB

Regional food & wine Encourage integration between the East Gippsland Food Wine Tourism Network & the Gippsland Food & Wine Tourism Group. Investigate mechanisms to achieve greater in-region distribution & sale of local food & wine. Identify opportunities for further development of food & wine tourism product, eg Feast on East annual event & through quality restaurants. Investigate possible opportunities in opening up the interpretation of the Lindenow vegetable industry.

Short breaks, touring markets – SA,VA, YO, TFL

Emerging activities through Food Wine Tourism Network The Gippsland Food & Wine Tourism Group is working with DGI although this group is not representative of E Gipps.


TBA Opportunities linked to Provincial Victoria Growth Fund

Food Wine Tourism Network, EGS, producers,

INDUSTRY DEVELOPMENT Raise awareness of the value of tourism & engagement & participation among businesses & consumers.

Ensure EGS input & involvement in roll-out of communication strategy to be developed by Tourism Victoria.

EGS communities & business

On TVic agenda Short term medium priority

In-kind TVic, TAV, DGI, EGS

Support the provision of service excellence in high standards of visitor services, visitor satisfaction & the requirements of high

Hold a series of workshops for operators on the importance of high standards of visitor services, visitor satisfaction & the requirements of high

Industry operators On TVic agenda (see Gippsland Regional Development Plan

Intermediate term medium priority

TBA TVic, industry TVic, EGRBTA, PV

Submission no.64





FUNDS SOURCE WHO

yielding markets. yielding markets. Involvement in the roll-out of TVic Quality Tourism Strategy . Link to tourism & business awards.

Industry development seminar series

Arrange ongoing series of seminars, eg inbound, eco certification, marketing.

Industry operators Ongoing Medium term medium priority

TBA Opportunity through State & Federal govt programs

EGS, TAB, EGRBTA, local BTA’s

Business & tourism awards

Develop business & tourism awards in consultation with EGRBTAA.

Industry operators Underway Short term medium priority

TBA EGS, EGRBTA, industry

EGRBTA, EGS

Integration of food & wine industry groups to provide leadership & to integrate marketing strategies at the local & regional levels (See also product development)

Develop a common vision for the food & wine tourism segment across the region. Encourage networking & activities to raise standards linked to Professionalism & Excellence Strategy.

Food/seafood producers, food processors, wine producers, food/wine retailers, cafes/restaurants

New project, building on initial work of Wine Tourism Network


TBA TBA EGS, East Gippsland Food Wine Tourism Network, Wellington Shire TAB, EGRBTA,

Industry leadership Encourage emerging tourism & business leaders as per Gipps Regional Tourism Development Plan & consideration of a Leader’s Group modelled on the north East Leader’s Group.

Emerging leaders in the region

New project & links to Gippsland Regional Tourism Development Plan.


TBA Potentially Provincial Victoria Growth fund: $11m over 4 years including. tourism leadership

EGRBTA, EGS, TAV

Submission no.64



Objective 4. Management Short term (12 months) – Get implementation happening through Council’s commitment to support external marketing and using the special rate to increase investment in Plan strategies. Manage the coordination and communication roles to ensure momentum grows across both industry and government sectors. Continue to strengthen the industry structural foundations of tourism through the regional and local BTA’s taking on more responsibility. Conduct first annual Plan review.

Medium term (2-3 years) – EGRBTA take increasing responsibly for marketing implementation. Continue to increase investment in Plan strategies through strengthening relationships with government funding agencies, private investors and stakeholder investment in the cooperative prospectus. Conduct a review of the Visitor Information Centre Network and move to simplify the tourism structure possibly folding the TAB into EGRBTA. Conduct a major review of the Plan and adjust as needed.

Long term (4-5 years) – Continue to focus on the need to productively manage this Plan (with corresponding resources) as momentum continues to build.

OBJECTIVE 4. MANAGEMENT STRATEGY ACTIONS TARGET


& TIMING BUDGET

POTENTIAL

FUNDS SOURCE

RESPONSIBILITY

Evolve Council’s Tourism Policy to allow for its investment in external marketing.

Change EGS policy to include external marketing to provide Council with an important management lever to more effectively stimulate tourism industry cooperation & growth.

NA New Short term high priority

TBA EGS

Increase Council’s investment in tourism through the commercial & industrial rate.

Increase the commercial & industrial rate of 5% that raised $80k in 2004/05 to 10%.

NA Ongoing Short term high priority

TBA Commercial & industrial properties

EGS

Review Council’s functions in tourism as reflected in the Council tourism policy.

Consider transferring some areas of Council responsibility for tourism information & stakeholder liaison across to industry.

NA Ongoing High priority long term

NA EGS, EGRBTA

Conduct a major review of the Visitor Information Centre network including the role of Council.

Carefully analyse the results of current management changes leading to a more commercial operation. Conduct a significant review of the Visitor Centres network including the role of Council 2008/09.

NA NA

Ongoing New

Short term High priority Medium term High priority

NA NA

EGS

EGS EGS

Submission no.64





& TIMING BUDGET

POTENTIAL

FUNDS SOURCE

RESPONSIBILITY

Review the roles & structure of the TAB & EGRBTA.

Evaluate the potential to simplify the management structures including the TAB & EGRBTA.

NA New Long term High priority

NA NA EGS, TAB, EGRBTA

Review Council’s management of caravan parks with a view to increasing revenue back into tourism.

A review of Council’s management of caravan parks is underway. Improve management of Council’s three caravan parks.

NA Current Short term Low priority

NA NA EGS DSE

EGRBTA take responsibility for the marketing component of the East Gippsland Tourism Plan.

EGRBTA gradually build an integrated cooperative Marketing Plan – on behalf of all stakeholders in the tourism industry including Council & land managers identified in Council’s policy. Incorporate the annual EGRBTA Marketing Plan within the annually updated East Gippsland Tourism Plan. Develop an annual member’s cooperative marketing prospectus. Develop an MOU for service delivery with Council.14 Gradually build the BTA membership base & the cost of membership based on an expanding benefits package.

NA New High priority Commencing 2007

TBA Note: EGS budgets are approved on yearly basis

Industry, EGS EGRBTA EGS PV

Local BTA’s play a key role in the management & development of the East Gippsland Tourism Plan.

Formalise six monthly feedback from the BTA’s against agreed KPI’s. Conduct an annual meeting (late Feb) inviting all BTA members to refine strategy for the coming financial year. (See also strategy to conduct major review of this plan)

NA NA

New New

High priority Ongoing Ongoing

NA NA

NA NA

Local BTA’s EGRBTA EGS

Use this Plan’s hub & spoke strategy to strengthen local level

From the four (overlapping) communities of interest (GAR, Snowy River Valley, SMCD & Gippsland Lakes) form Tourism Action Groups

NA New Short term Medium priority

TBA Possible Moving Forward

Local BTA’s EGRBTA EGS

14 See for example the MOU between Mildura Council and the Tourism Association.

Submission no.64





& TIMING BUDGET

POTENTIAL

FUNDS SOURCE

RESPONSIBILITY

BTA & sub-regional BTA’s cooperation.

based on the successful Towong Shire model to assist in Plan implementation. Facilitate the development of one Tourism Action Group as a demonstration project as a priority, eg BTA’s committed to SMCD form a Tourism Action Group to work with the government agencies to audit & prioritise ‘accessible nature’ development opportunities along the Princes Highway (see also Infrastructure Section)

program support

Review the role of the Economic Development/ Tourism Coordinator as EGRBTA increases its leadership & delivery function.

Seek to spread the load from the Economic Development/Tourism Coordinator over time to the EGRBTA as resources increase to deliver its strategies.

NA New Medium term High priority

NA NA EGS

Participate in Tourism Alliance Victoria’s periodic ‘Tourism Health Check’ to provide benchmarking against other Councils.

To assist in monitoring & benchmarking the Shire’s tourism management activities take part in TAV’s periodic ‘Tourism Health Check’. The report focuses on six indicators for sustainable management of tourism by local government.

NA New Short term Medium priority

NA EGS EGS

Strengthen land managers’ commitment to tourism development.

Maintain land manager presence on TAB. Encourage land manager participation in EGRBTA. Encourage land managers to participate in local BTA Tourism Action Groups.

.

NA Short term high priority

NA NA EGRBTA, EGS, PV, DSE

Ensure tourism industry involvement in natural disaster recovery planning.

Ensure liaison between the tourism industry and land managers occurs in crisis recovery planning to protect the interests of the tourism industry.

NA New Medium term High priority

NA NA DSE,PV, GP, EGCMA, EGS

Commit to a planned & regular measurement of this Plan & communication of outputs from the Plan.

Regularly & formally measure plan progress including an annual review (see also BTA opportunities) & communicate Plan outputs. Increase resources allowing for regular communication including email bulletins, local papers & face-to-face meetings including those to

NA commenced Ongoing high priority

$15k In-kind support from TAB,

EGS EGS All stakeholders

Submission no.64





& TIMING BUDGET

POTENTIAL

FUNDS SOURCE

RESPONSIBILITY

keep the Plan aligned will all stakeholder groups. EGRBTA, EGS

Actively pursue additional resources for tourism from sources including government programs & grants & from industry.

Seek support for tourism through programs including: » Moving forward – a $502m package of

Victorian State government programs over four years.

» TVic marketing programs, most usually directed via DGI.

» Australian Tourism Development Program – a $12m annual Federal program for regional tourism most supportive of cross regional applications.

» Regional Partnerships Program through the E Gipps Area Consultative Committee.

» Marine Safety Victoria. » Industry sponsorship & investment.

NA Ongoing Medium priority

NA Human resource implications

EGS All stakeholders

Actively support and utilise the role of the General Manager Gippsland Tourism.

Support & leverage off the Council’s investment in this position. Improve integration with TVic strategy & increase the benefits from a strong relationship with TVic through the position.

current Commenced 2006

High priority Currently two year contact

$10k pa over three years

EGS EGS EGRBTA TAB

Conduct a Coastal Summer Census

Scope and cost the implementation of a coastal summer census to increase community knowledge of visitor pressures on the coast in peak summer periods & use as a valuable research planning tool for tourism.

All New Medium term Medium priority

TBA TBA GCB, key stakeholders

Conduct a major review of the Plan.

Conduct annual review of Plan and adjust in light of changing circumstances & plans of associated groups/agencies In February 2009 conduct a major Plan review & development seminar as part of the major Plan review process. Actively involve all stakeholders including BTA members, public land managers & water/ports authorities.

NA New Annual High priority Medium term High priority

TBA EGS, EGRBTA, key stakeholders

EGS, EGRBTA, key stakeholders

Submission no.64





& TIMING BUDGET

POTENTIAL

FUNDS SOURCE

RESPONSIBILITY

Include a review of the Council structure as it impacts on tourism associated with the evolving role of the EGRBTA & the review of Council’s role in Visitor Information Centre management as per a previously mentioned strategy.

Submission no.64

submission no · tourism provides about 1,287 jobs or 7.9% of employment in the shire.4 1 world...

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